Epilogue 1

The uncertain world presents value challenges. In the pre-industrial era, most companies that lack in elaborate management were more intent on capturing value (“Epilogue 1” 166).  Presently, firms find that creating value is a more sustainable way of running a business. Despite there being many frameworks and processes designed to create value, most organizations have to contend with a rapidly-changing environment.In the current world, consumers are more empowered, and competition increasingly becomes stiffer. In the wake of the uncertainty in values, the management should be equipped with the necessary skills to run a company effectively. Equally important, an organization should institute innovation in every management practice because it guarantees that it will not only survive in an uncertain world but also create and maintain value. Value uncertainty is a problem that plagues firms given the complex environments that businesses operate.

Behavioral innovation is the key to transformation as well as understanding and reshaping the way organizations and people think about innovation (169). Mainly, it focuses on the psychological and neurological micro-processes that a person accomplishes because they feel and act. Henceforth, studying these activities helps determine how innovative a person is and whether it is possible to change his or her innovation process. By drawing from multiple fields like psychology, it is possible to understand what motivates people to be creative. Given the potential of behavioral change, organizations should understanding body processes, as it would benefit not only them but also their workers. Again, it does not discount the findings like psychology; hence, it will not mean drastic changes to the approach of innovation. Behavioral innovation is essential, as it illuminates the neurological and psychological procedures involved in innovation, which would better organizational performance.

Correspondingly, rough behavioral innovation explains the innovation process well. As already mentioned, understanding how one’s brain works will aid firms to improve their production. Instead of asking workers to be creative, as is the current practice, it would be easier to confront issues like cognitive biases that impede innovation (170). Moreover, firms would know why people commit to certain innovation products. Although the studies are inconclusive, behavioral innovation insists that understanding such characteristics will predict employee and customer behavior. Moreover, companies will have the capacity to govern innovation (172). Governing innovation means that businesses can determine which changes will be beneficial in the future and which ones are unrealistic. In effect,  they will focus their efforts and resources on projects that would yield benefits. The advantages of behavioral innovations are significant, especially when it relates to customer and employee behavior that companies should not ignore these critical findings. Indeed, behavioral innovation is imperative in predicting workers’ actions and regulating the innovation process in

companies.

Firms should employ new techniques for doing things to achieve grand visions. Having new working tools help workers to envision possibilities in their work (25). The existing frameworks should be tailored to make the innovation process easier for workers. Conversely, employees should not rely on techniques that in the past had worked for the successful organization, as they may not result in innovative change. New methods would guarantee organizational success, as the management give workers more freedom to innovate, and processes are tailored to meet their needs.

Epilogue 2

Epilogue 2 is more thorough than epilogue1 while addressing behavioral innovation. In the article, the author describes transformational change by first analyzing the problems that make it difficult in people. Humans are linear thinkers who assume that the future would resemble the present (Furr 1). The text has innovationsteps that include envisioning the future using a strategic narrative, breaking down bottlenecks, and using KPIs to navigate unknown territories (Furr 1). In analyzing behavioral innovation, the text is more comprehensive than epilogue 1, as it details the barriers and solutions to transformational change.

In comparison, epilogue 2 provides an in-depth strategic narrative and use of science fiction. Furr (1) highlights the steps that can organizations can take to envision their future. Firstly, they should create their vision which firms should write down in bullet points for simplicity. Next, companies should adopt sci-fi tools to be free from incremental thinking, which hampers innovation. The text vividly explains the value of science fiction to innovative organizations.

Artifacts aid firms to overcome decision bottlenecks. The management should begin by understanding the nature of the firm that they want. After that, they should evaluate the informal and formal decision-making processes in the company (Furr 2). In turn, the company should incorporate indicators and measurement tools to ensure that the decision-making processes are successful. Artifacts enable a company to ease its operations and monitor progress.

Works Cited

Epilogue 1. Epilogue: Behavioral Innovation Manifesto. (n.d). Course text.

Furr, Nathan. It’s Time for a Behavioural Revolution in Innovation. INSTEAD, the business school of the world, 19^, Jan. 2019, https://knowledge.insead.edu/strategy/its-time-for-a-behavioural-revolution-in-innovation-10781

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