Chat with us, powered by LiveChat BUSS2066 History Trust of South Australia Creativity and Innovation Report | All Paper
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Read it and answer the question according to the instruction.This report is based on a “live” case study that is provided by the History Trust of South Australia.Your challenge will be to apply to concepts, theories and methods that are addressed in this course to this organisation that includes a number of operating units like the separate museums that a mention on its website.-There are 4 museums-Searching for creative ideas/innovation to attract more visitors2 pages only. (A3 size)
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Team Number: Team Name:
Names of Team Members:
HOW TO USE THIS TEMPLATE FOR THE BUSS 2066 ASSIGNMENT 2: REPORT
Describe the business that the organisation is in, and what it wants to achieve
You must use this template to prepare your individual report for this course.
The business environment
KEEP TO THIS FORMAT :
Include here a discussion of important and relevant aspects of the external
business environment that provides either opportunities or constraints for the
organisation to achieve its purpose. This might include a review of relevant
factors such as demographic change, legislation, trends in social attitudes,
economic trends, technology and ecological trends.




do not change the page size (A3), or page orientation (landscape), or
the 12.7mm margins, and 3 columns with 10 mm spacing
use either 10 point Arial, or 11 point Calibri typeface/font, normal (not
condensed or narrow), 1.15 spaced, 10 point space after each
paragraph. Headings may be larger.
all content is to fit on two pages – including references
your report must be easily legible when printed in black on white. You
may include images, but avoid reverse type and dark background
colours
Customer analysis
Who are the customers or clients of this organisation (how would you describe
them)? What appear to be their needs and preferences? What do you think
might be their behaviours in terms of finding out about the product or service,
and then buying it?
Your report is to be submitted as a single Word document, with no
attachments
Competitive environment
The reason for keeping to this format is that it makes the peer review process
easier to carry out if the layout and the presentation are standardised.
What is the competitive environment? How does this business appeared to be
positioned in relation to its key competitors? Are there any significant trends
in the competitive environment that need to be considered in this report?
RETAIN THE HEADINGS and subheadings and enter your responses under
appropriate headings as indicated.
BUILDING THE ABILITY TO INNOVATE AND TO BE ENTERPRISING
Before submission, make sure that you delete these explanatory notes, and all
of the text that is highlighted in yellow.
Your challenge is to make sure that your entire assignment, including
references, fits onto two pages. If your assignment does not meet these
specifications, it will not be marked.
Enter the details in the header of this document. Make sure that your Team
number appears clearly!
RENAME THE FILE: Before submission, include your team number in the file
name.
The key challenge facing any organisation is to identify way(s) in which the
organisation can improve its ability to support innovation across all aspects of
its business, as well as improve its ability to be enterprising, with the aim of
improving its competitiveness and overall performance/profitability.
Use the survey questionnaire as a guide to identify innovation capabilities, and
dimensions of entrepreneurial orientation for the business, that you think
could be improved, and that would help it to meet its objectives. Refer to the
course website materials.
Pick what you think is the ONE (OR TWO) most important or relevant
innovation capability that you think requires attention, and summarise it in
this section, together with the reasons why you picked this area.
EXECUTIVE SUMMARY
This is not just an introduction. It is a concise summary of your document that
gives a short overview of the context and clearly identifies what you regard as
the important aspects. It should give the reader a reasonable understanding of
what is in the whole document.
Also, pick what you think is the ONE (OR TWO) most important or relevant
dimension of entrepreneurial orientation that you think requires attention,
and summarise it in this section, together with the reasons why you picked this
dimension.
Draw on the frameworks and approaches developed in this course to support
your recommendations regarding the ways that the organisation might build
its innovation capability and improve its performance by focusing on this
particular capability. Use the detailed results in the benchmark report as a
guide to the specific activities that you might include in your
recommendations.
You will need to draw on the Innovator Mindset materials to propose way(s)
in which the organisation can equip its staff to become personally more
innovative.
Explain how your recommended activities might be applied in the organisation
(who would do what with what sequence and timing of steps; this would be a
plan of action that may run over a year). Include enough detail so that the
reader can readily understand how to put into practice the approach that you
describe). It is important to relate the application to the relevant theory.
Expected outcomes:
Describe the expected outcomes (and the timeframe) of the approach you
have suggested for developing this innovation capability. Again, relate this to
the theory.
Explain how you would measure the outcomes, ie the performance indicators
that you would use. Use the survey questionnaire as a guide to selecting what
you think might be the most useful or appropriate performance indicator.
Note: if you decide to address two aspects of innovation capability, then you
repeat the above layout for that second aspect.
BUILDING THE ABILITY TO BE ENTERPRISING: (and here insert the name of
the entrepreneurial orientation dimension that you are addressing)
Recommended activities and action plan:
Draw on the frameworks and approaches developed in this course to support
your recommendations regarding the ways that the organisation might build
its entrepreneurial orientation and improve its performance by focusing on
this particular capability. Use the detailed results in the benchmark report as a
guide to the specific activities that you might include in your
recommendations.
Important note: you can choose the number of dimensions of innovation
capability and entrepreneurial orientation you discuss, with a minimum of one
aspect for each of IC and EO, and a maximum of two for IC and EO.
Explain how your recommended activities might be applied in the organisation
(who would do what with what sequence and timing of steps; this would be a
plan of action that may run over a year). Include enough detail so that the
reader can readily understand how to put into practice the approach that you
describe). It is important to relate the application to the relevant theory.
THE CASE STUDY ORGANISATION
BUILDING THE ABILITY TO INNOVATE: (and here insert the name of the
innovation capability that you are addressing)
Expected outcomes:
IMPORTANT: THIS ASSIGNMENT IS BASED ON THE CASE STUDY ORGANISATION
FOR THIS COURSE DELIVERY.
Recommended activities and action plan:
In particular, include a summary of the key aspects of innovation capability and
entrepreneurial orientation that you have selected for discussion, and briefly
describe the overall outcomes/benefits for the business.
BUSS 2066 Creativity and Innovation CW, Assignment 2: Report 2019
Team Number: Team Name:
Names of Team Members:
Describe the expected outcomes (and the timeframe) of the approach you
have suggested for developing this aspect of entrepreneurial orientation.
Again, relate this to the theory.
Explain how you would measure the outcomes, ie the performance indicators
that you would use. Use the survey questionnaire as a guide to selecting what
you think might be the most useful or appropriate performance indicator.
Note: if you decide to address two aspects of entrepreneurial orientation, then
you repeat the above layout for that second aspect.
SUMMARY
Here include a concise summary of the challenge and recommendations.
REFERENCES
Include here only relevant references. Use in-text citations and the HarvardUniSA referencing style.
Note that all references must fit into the two pages of the report, using the
same type size and style.
BUSS 2066 Creativity and Innovation CW, Assignment 2: Report 2019
Case study
Case study
This course is based on a “live” case study that is provided by the History Trust
of South Australia. Everyone in this class will work on the same project.
Your challenge will be to apply to concepts, theories and methods that are
addressed in this course to this organisation that includes a number of
operating units like the separate museums that a mention on its website.
It is important that you do not contact the speakers or the business. There is
ample information in the presentation and the enterprise’s website to provide
the basis for discussion and Assignment 2.
You can:


access the recording of the presentation from the video recording of the
class session on 6 March (Topic 2)
the website for this organisation
-There are 4 museums
-Searching for creative ideas/innovation to attract more visitors
-Develop their digital presence
-Lacking digital skills
-Problem between being free for the public or needing fees to enter
-Want to be more attractive for people
-Adapt in house technology make visits more attractive
-Little funding
-Attract all kind of age
Conclusion of all topics:
Making creativity happen
In particular, the approach developed in this course is that creativity and innovation are
activities that depend on interaction between people, rather than being solitary
activities.The implication is that any organisation can be creative and innovative, if the
right methods are used.
These methods can be summarised using the framework developed by Amabile (1996):

you acquire the necessary domain-relevant skills (ie personal expertise, knowledge,
skills), through learning

you use creativity-relevant processes (or approaches or methods used to deal with a
given problem and generate solutions), such as the de Bono 6-Hats method

you have the necessary task motivation (that is, you really want to or need to solve
a problem or address a situation)

you organise a supportive social or working environment.
Another point to remember is that customers are the the most fruitful source of ideas for
relevant new products or services, or for useful improvements to products or services.
Making Innovation Happen
This can be represented in the following figure:
Again, the role of the customer is vital in helping to determine the value that is an
inherent requirement for innovation, remembering that innovation requires:

newness or novelty, as the reason why potential customers would notice or pay
attention to the innovation, together with

value which is the benefit to the customer, and the reason why a customer would
pay for the innovation (always remember that it is the customer who pays for a
product or service, so it is the customer who determines or defines the value that
they are getting out of the product or service).
It is useful to bear in mind that the value in an innovation is important for the customer,
but it is also important for the enterprise in order for it to be profitable. This means that
the enterprise needs to find ways to retain (some of the) value, as well as to provide it
to the customer.
Making creativity and innovation happen in practice
The assignments in this course are designed around the case study business:

they give the opportunity to reflect on how principles or models of creativity can be
applied in this enterprise

they also give the opportunity to explore how the enterprise could improve its
innovation performance, by developing its innovation capabilities or the assets and
resources needed to support innovation in its products or services, its processes, and
its systems.
Because the business world is complex, and creativity and innovation are complex
activities, these are challenging assignments, but they give an insight into what is
required in a business to improve its performance in these areas.
By completing this course, you should be equipped to help any organisation, whether it
is in the for-profit or not-for-profit sector, and whether it is small or large, to become
more creative and innovative. In particular, you are equipped to respond to the many
popular misconceptions about creativity and innovation, and to propose ways in which
these important areas can be developed by using the models and frameworks developed
in this course.
Finally, the methods and approaches described in this course can be applied at the
individual level, so that they can help you as an individual to be both creative and
innovative. This supports the proposition that underpins this course which is that
“anyone can be creative and innovative”, and that the “myths of creativity” are indeed
myths.
Please note that:



the “official” word count is approximately the number of words that will fit
onto two A-3 pages with the typeface, type size and format specified on the
Word template. It is important that everything fits onto the one page,
including all sections of the report and all references. It is not necessary to
fill up the page.
it is not necessary to reference the recording of the presentation. It is to be
treated as a presentation or meeting that provides a context for this
assignment.
there is no specific requirement regarding the number of references.
Include references that are relevant.

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