The creation and achievement of business improvements and innovations in agriculture : a system to enhance thinking and action

Abstract

The focus of this study was to identify mechanisms that were most effective and efficient at facilitating both innovative and improved thinking and action for agricultural business managers. To achieve improved and innovative thinking on demand, 41 mechanisms were introduced to partners over four cycles of improvement and innovation. Twenty-seven (66%) of these were assessed for value and impact. The methodology designed for this research is a mixed-method research methodology that consists of outcome achievement, underpinning research paradigms, methodologies, core methods and mechanisms. This methodology examined current and new mechanisms that enhanced thinking and action for a higher rate and scale of improvement and innovation of value to business managers. Mechanisms were investigated within a functional integrated design consisting of a dynamic system that cascaded down to the process and practice level. All levels were integrated. Analysis and synthesis showed that all assessed mechanisms were effective and efficient in enhancing thinking and action to varying degrees. It demonstrated that with the use of sequenced, levelled, interlinked mechanisms within the continuous improvement and innovation (CI&I) approach enhanced levelled thinking and action occurred resulting in real-world outcomes. Thirty of the 41 mechanisms will continue to be used by partners as they became more competent mechanisms users. The results also showed that most of the mechanisms (74%) had not been available to partners before this study. This is a significant finding, for industry members are largely ill-equipped to create and achieve improvements and innovations. The key messages are: 1. I designed, measured and managed a system that achieved more rapidly valued improvements and innovations for businesses and partners. I involved all levels of thinking and action that were necessary for system dynamics with clear processes and practices. This model is an innovation for agricultural businesses and industries. I designed, measured and managed an improvement and innovation partnership. I and relevant others worked with partners in partnerships in businesses and communities. 3. I measured and managed an essential process for personal and business continuous improvement and innovation. Each sequenced step within the process introduced levelled mechanisms that were required for the success of that step. The sequence of steps built to accomplish the target outcomes of business managers. The practise of the process and mechanisms must be regular and frequent. 4. Mechanisms have been used in an integrated and sequential way for achieving desired outcomes. We used mechanisms to enable individuals to think and act at a system, process and practice level. This resulted in each mechanism being highly relevant to the steps within the CI&I process and the level at which a partner choose to work at. The use of sequenced and levelled mechanisms to create and achieve improvement and innovation on demand is definitely not in agricultural SMEs. 5. Measure for success using CSFs and KPIs. These assist in the effective and efficient realisation of desired outcomes. Also measure for short, medium and long term timeframes. This type of measurement improves the rate and scale of successes, momentum and return on investment. 6. Start with outcome achievement. Align this concept with all dimensions of your life. This study contributes to the real-world challenge of how to introduce improvement and innovation into the primary sector, specifically business management. It provides a fresh perspective on how to not only create and achieve improvement and innovation but also how to at a higher rate and scale in partnership. The study did not deal with abstract examples, but compelling real-life examples of businesses and life. At the core of this study is the thinking that improvement and innovation are more than the transmission and adoption of information/technology. It is less a question of technology and more a way of thinking, finding and applying creative solutions within a business (Hidalgo and Albors 2008).

Date of Award	2013
Original language	English