COLLEGE of

1. COLLEGEof B NESS developing professionals one student at a time

3. ENGAGED EMPLOYEES – redefine the job to improve efficiency, effectiveness, and results. Seek opportunities to try new approaches, test boundaries because they find it stimulating, challenging, and satisfying. WILLING EMPLOYEES – do what’s necessary, but often no more

6. http://www.harpers.org/archive/2005/10/CartoonCreataivity

7. CR E A T I V I T Y ? ? EFFICIENCY

11. USI Vision: Shaping the Future through Learning and Innovation COB Vision: Provide a premier learning experience in business that emphasizes an entrepreneurial mindset , innovative thought, and openness to new ideas Consumer Internet Online Video Communications MobileTrends Business Services Social Networking

12. Notes: As the College of Business continues its focus on better defining its future directions a number of factors will be highly influential. These include the strategic directions outlined in the University’s strategic plan (http://www.usi.edu/president/strategicplan/) as well as the strategic priorities of the College’s strategic plan. A key aspect of our desired future state relative to the current state is the College’s focus on expanding and extending its impacts – within the university and in our region –as well as for it constituencies – students, faculty, organizations, and individuals. A related goal is to elevate our reputation which would be positively impacted by expanding and extending the impact of the College. Some of the areas of focus include entrepreneurship, innovation, educational collaborations across borders, and widening the array of experiences afforded to students. Increasingly, evidence points to significance of two factors in the generation of effective problem solving: (a) the diversity of life experiences and knowledge bases of individuals, and (b) the extent of immersion with a problem. By widening the range of student educational experiences we will be doing our part in this arena. Another factor that will shape our thinking is the evidence related to employee engagement at work. As the next three slides indicate there is a sizable segment of the workforce (across countries) that is not fully engaged in the workplace http://www.towerswatson.com/global-workforce-study/reports. As noted engaged employees tend to redefine the job to improve efficiency, effectiveness, and results. They also seek opportunities to try new approaches, test boundaries because they find it stimulating, challenging, and satisfying. Moderately engaged employees are willing employees who tend to do what’s necessary, but often no more. The relatively high proportion of moderately and disengaged working individuals represent considerable untapped talent. In my view this is a serious management challenge. The cartoon is an interesting take on how this challenge can be (has been) addressed. More seriously, on a wide scale it is evident that we have been able to demonstrate more success in the efficiency area than in the creativity arena. But as the graph shows there is a trade-off between efficiency and creativity. As a College we see one of the challenges as doing more to increase both creativity and efficiency in the workplace (shifting the curve out). Our project with Crane NSWC to study its innovation processes will be useful in providing insights that may be generalizable to other organizations. We have identified some key questions and processes within organizations that will provide the foundations for our analysis of Crane’s innovation processes. These processes and questions have been categorized and will provide the basis for analyzing the innovation infrastructure at Crane and we believe in other organizations. Comments and questions.