Expert answer:Complete 2 Discussion Responses for Business Innov

Expert answer:Please respond to two classmates posts for Business Foster Innovation Course….please do not just say “good post” Please actually respond to the content of each post…PLEASE SEPARATE EACH REPSONSE.POST 1:Hello Class,At my current organization, our current state of affairs I believe are in turmoil. I feel as though our sales team has already plateaued and is getting closer to the point of falling over the edge because of their lack to deliver added value to our prospects within each sales call and interaction. The following are my ten questions that I feel challenge the status quo at my current workplace.How can I improve my current methods to reach my prospects better than now?How can our prospects better understand our product’s value?How can our platform appeal more to our target audience?How can we grow our audience more rapidly?What if we tried a different method of presenting our information?What stage or tone of “No” do we shut down and abandon our sale?What aspects am I missing to better understand the needs of my target audience?What aspects is our product lacking for our target audience?If we had not implemented a script in the beginning, how would we approach our conversations differently?If the Cannabis Industry was shut down tomorrow, how would we make money and create a community online?As I reflect on my ten questions, I genuinely feel that one question in particular challenges the status quo and also confronts the barrier to innovation we face today. When I reexamined my question, “If we had not implemented a script in the beginning, how would we approach our conversations differently,” I realize this question is important because it identifies instability within management’s belief in our conversational sales ability. After all, why would you hire a sales team in the first place if you were going to need telemarketers? This question also reevaluates the initial thoughts of personal interest within each Account Executive to help explore and recreate the dynamic implications that generated interest within ourselves, to better convey the added value and uniqueness of our brand conversationally with our prospects.This question also addresses the barrier to our team and company’s innovation because it shut off our own belief in the product by forcing the sales team to regurgitate the message that our leadership saw fit from day one. On a side note, this message has not been very successful to date. By addressing this question, we also address the barrier that does not allow for outside thought or experimentation by imposing a constraint on our creativity. “Innovative entrepreneurs have something called creative intelligence, which enables discovery yet differs from other types of intelligence” (Dyer, 2009, p.3). In a sales career, you are evaluated and live off of your commissions. By inhibiting our creative intelligence, the end result is a culture of unmotivated employees that will barely be getting by, which is also a direct similarity to the production that they are able to generate for our company. This script also creates an emotional disconnection and feeling of superficiality, when attempting to positively disrupt the status quo of B2B networking.I feel that this question in particular challenges the status quo at my company by allowing for engaging dialogue that promotes new thought and ideas to be generated. Also, with this question asked we exhibit a better opportunity to make an impactful difference and shift in the perception of better business, both internally and externally. Not only will our company become reinvigorated within our feelings and approach, but we will also reignite a fire within our prospects from our internal innovation. We see the status quo challenged by the initiating of a creative environment that is not currently practiced at my organization. “The world’s most innovative companies prosper by capitalizing on the divergent associations of their founders, executives, and employees” (Dyer, 2009, p.3).I feel that the discovery skill Experimenting mentioned by Dyer would enable innovation and overcome the barriers of innovation and the status quo, because “Unlike Observers who intensely watch the world, experimenters construct interactive experiences and try to provoke unorthodox responses to see what insights emerge” (Dyer, 2009, p.5). My experiment would ultimately consist of following through Dyer’s other discovery skills. This would be accomplished by engaging in a conversation with my Sales Manager about observing the way the other Account Executives were performing. Then, I would begin questioning how she felt about the attitudes and successful prospect acquisitions to discover how they either have or have not been improving over these last few months. Lastly, I would use her answers to associate our lack of conversions to our personal employee inspiration and attitudes which, in turn will uncover the root of our failing organizational model. I am predicting that with this methodology I can demonstrate my point that the script which was implemented and forced upon us from day one, is still the biggest barrier currently in our efforts to drive innovation. ReferenceDyer, J. H., Gregersen, H. B., & Christensen, C. M. (2009). The innovator’s DNA. Harvard Business Review, 87(12), 60–67. Retrieved from https://cb.hbsp.harvard.edu/cbmp/pl/66107934/66108…POST 2:1) How can we equally distribute work assignments?2) How do we properly activate the chain of command?3) How can we decrease staff turn over rates?4) How can we establish an open line of communication between nurses and physicians?5) How can we decrease huddle time so that more time is spent attending to the patient?6? How can we reduce the time spent transferring patients to our postpartum unit?7) What should be done if nurse to patient ratio’s are above written policy?8) When is it safe to call a diversion?9) Can we allow compensation time when lunch breaks aren’t given due to a busy unit and short staffing?10) How do we create a less stressful work enviornment.I work on a Labor and Delivery unit. my colleagues and I joke that it is like the emergency room for pregnant people; you never know whats going to come through the door. Some days its extremely relaxed while others are hectic. The question I chose to further analyze is How can we equally distribute work assignments. I chose this question because many times nurses including myself feel like work assignments are given based on favoritism. Some nurses are constantly getting admissions while others sit at the nursing station for the entire shift. When the topic is mentioned during our morning huddles a common response is that when it’s busy the nurse in charge has a tough time distributing and keeping track of nurse to patient assignments. Recently the most common response has been we are short staffed. This question challenges the status quo because the unfair treatment has become the norm for nurses depending on who is in charge. Many times the issue is swept under the rug instead of confronted. This challenges innovation because feeling like you are picked on and over worked burns the nurses out. They no longer have the desire to come to work much less pitch ideas on how to make our unit a better place to work. The discovery skill I chose was questioning. Dyer (2009) stated that innovators ask questions that challenge common wisdom. On the unit it is common wisdom that some charge nurses play favoritism when dividing work assignments. However, I believe that if the frame of thought is shifted and instead of asking why am I always getting assignments; ask what can be done to keep track of who should fairly get the next admission, or why is it that some nurses are overlooked when assignments are given we can create new ideas to solve our problem. Nurses are problem solvers and by implementing this discovery skill it will encourage them to find out why this problem is ongoing and what can be done to prevent it from occurring again. References:Dyer, J.H., Gregersen H.B., Christiensen, C.M., (2009). The innovators DNA. Harvard Business Review, 87(12), 60-67.

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