INTERNAL SENSORS

Internal Sensors are a useful tool to detect and develop innovative hints within the company.
Innovation is no longer seen as a prerogative for R&D function, which accounts for a small part of the company; on the contrary, it is everywhere in the company organization.
Therefore chief managers must be ready to perceive hints coming from all employees, regardless of their level because they are internal sensors for the company.
Using internal sensors is a precondition for creative thinking applied to company strategy which needs ideas to solve problems, face change and foresee future events in more and more competitive markets.

“These energies usually have a very sophisticated theoretical basis (but a poor practical application) and are still limited. So, they need to face and absorb other creative hints that are functionally developed within the company. This is a big challenge for companies; they need to gather their wide and unused creative potential. They also need to involve as many company “sensors” as possible in the process of acknowledgement, interpretation and feedback related to the internal and environment change.
[…] The way employees are managed in a company is crucial to generate creative ideas. Therefore, you need to put down office divisions and gather new suggestions, together with technical, economic and organization solutions. You need to translate participation into practice and not just speak about it. The number of “sensors” (i.e. fucntions and single individuals, too) within the company must be adequate to the extent of change, the existing problems and the need to improve existing innovations, in order to encourage...”the innovative use of innovations”.” (Cocco, 1987)

To fulfil their function, sensors need to be fully autonomous, so that they can give creative inputs which are useful to promote readaptation and change. Cocco (1987) states that a too strict organizational structure, i.e. a top-down and centred structure, always entails “top-down” interpretation and action methods (which appear positive because they are known, repetitive and therefore very strict). Variation and modernization inputs coming from the sensors require creativity to give adequate solutions.

Referring to internal sensors, Lawson and Samson (2001) think that addressing them with DIALOGUE can lead to a more accurate and efficient resource allocation. As a matter of fact, innovative companies can manage and combine resources that allow them to enter various markets. Moreover, they can exploit the synergetic effects coming from the experience gained in different fields, thus learning continuously and laying the foundations of future progress.
Furthermore, to promote the development of the entrepreneurship spirit within the company, you need to encourage the realization of personal projects and risks assumption. For example, the 3M product managers can ask their division to finance entrepreneurial ideas suggested by their employees, regardless of their level. finance entrepreneurial ideas suggested by their employees, regardless of their level.

CLASS	B
PHASE	Internal mapping
DESCRIPTION	Internal Sensors are a useful tool to detect and develop innovative hints within the company. Innovation is no longer seen as a prerogative for R&D function, which accounts for a small part of the company; on the contrary, it is everywhere in the company organization. Therefore chief managers must be ready to perceive hints coming from all employees, regardless of their level because they are internal sensors for the company. Using internal sensors is a precondition for creative thinking applied to company strategy which needs ideas to solve problems, face change and foresee future events in more and more competitive markets. “These energies usually have a very sophisticated theoretical basis (but a poor practical application) and are still limited. So, they need to face and absorb other creative hints that are functionally developed within the company. This is a big challenge for companies; they need to gather their wide and unused creative potential. They also need to involve as many company “sensors” as possible in the process of acknowledgement, interpretation and feedback related to the internal and environment change. […] The way employees are managed in a company is crucial to generate creative ideas. Therefore, you need to put down office divisions and gather new suggestions, together with technical, economic and organization solutions. You need to translate participation into practice and not just speak about it. The number of “sensors” (i.e. fucntions and single individuals, too) within the company must be adequate to the extent of change, the existing problems and the need to improve existing innovations, in order to encourage...”the innovative use of innovations”.” (Cocco, 1987) To fulfil their function, sensors need to be fully autonomous, so that they can give creative inputs which are useful to promote readaptation and change. Cocco (1987) states that a too strict organizational structure, i.e. a top-down and centred structure, always entails “top-down” interpretation and action methods (which appear positive because they are known, repetitive and therefore very strict). Variation and modernization inputs coming from the sensors require creativity to give adequate solutions. Referring to internal sensors, Lawson and Samson (2001) think that addressing them with DIALOGUE can lead to a more accurate and efficient resource allocation. As a matter of fact, innovative companies can manage and combine resources that allow them to enter various markets. Moreover, they can exploit the synergetic effects coming from the experience gained in different fields, thus learning continuously and laying the foundations of future progress. Furthermore, to promote the development of the entrepreneurship spirit within the company, you need to encourage the realization of personal projects and risks assumption. For example, the 3M product managers can ask their division to finance entrepreneurial ideas suggested by their employees, regardless of their level. finance entrepreneurial ideas suggested by their employees, regardless of their level.
CORRELATE TECHNIQUES	DIALOGUE
REFERENCES	Cocco G.C., Creatività ricerca e innovazione. Individui e imprese di fronte alle sfide della società post-industriale, Milano, Franco Angeli, 1987. Lawson B., Samson D., Developing Innovation Capability in Organisations: a Dynamic Capabilities Approach, International Journal of Knowledge Management, Vol. 5, n. 3, 2001, pp. 377-401.