Innovation in the transformation process

Aalto University’s transformation teams and working groups have enthusiastically spearheaded preparations for the new University. In addition to the identification and formulation of best practices, the transformation process involves innovation activities. According to Researcher Elina Moisio, who specialises in innovation, identifying the goals and enhancing motivation are particularly important in the innovation process.

An innovation is, by definition, something novel and useful that has been put into practice. It is more than simply an insight or an invention. Innovativeness is often confused with creativity, but it is actually creativity combined with the potential for implementation. Alvar Edison himself once said, “I never did anything by accident, nor did any of my inventions come by accident; they came by work.”

- Innovative activities originate from a desired state and the awareness that measures can be improved. This necessarily involves calling into question existing methods in order to obtain a new outlook on the situation. However, accumulating good ideas alone is not enough, they must be implemented as well, Elina Moisio stresses.

- Leaving the implementation process unfinished is not uncommon in universities. Many people consider the process as much ado about nothing: creating something ambitious only to see it neglected in the end. Brainstorming should always be followed by the practical implementation of the ideas, argues Moisio. Reform implementation should be already realistically considered in the planning stage.

Internal motivation is the best kind of motivation
Many have requested further elaboration on Aalto University’s objectives. The existing objectives appear quite general and seem distant to the individual researcher. Researchers strive for excellent performance, and the upcoming challenge to transform may even generate feelings of shame. Is my work inadequate as it is? How could I improve?

- Currently we are considering issues on a fairly general level. However, there are several different realities within the upcoming Aalto University, each with its own view of best practices, Moisio remarks. The change concerns not only TKK, HSE and TaiK becoming a part of Aalto University, but also the various sub-sections within these universities.

- The aims concerning the implementation methods should be identified at all levels of the organization. Creativity arises from individuals with the ability to recognise an idea or an opportunity. The resulting internal motivation is the best kind of motivation there is. Each prospective member of the Aalto University community should identify personal goals to function as a future-oriented motivator. This will also clarify which practices should be changed or improved, says Moisio.

- Openness and participation in the transformation process provide an opportunity to make individual judgments and clarify personal goals. Therefore, it is important to ensure that everyone has the possibility to participate, just as it is important to actively utilise this option. For example, Aalto Wiki is as important step towards open communication. In addition, all research groups, education programmes and other teams should revise their personal goals.

Multidisciplinary approach
The corporate world demonstrates that product development is most successful when development teams include a diverse range of individuals at a relatively early stage in the process. How will this multidisciplinary approach be realized within Aalto University transformation teams?
- From the onset, we have aimed to incorporate representatives from all three universities into the transformation teams. In addition, the teams include a representative from the entity responsible for the topic in question as well as representatives from personnel organizations and students. However, the teams should also consider alternative points of view, such as the client perspective or the production perspective, to put it in business terminology, Moisio articulates.

- Currently we are accustomed to handling many of our administrative issues according to the terms set by external bodies. With enhanced internal autonomy, it will be very important to also consider the opinions of our clients, Moisio iterates.

Distinct realities
- The greatest challenge is to unlearn old habits, Moisio argues. Although the organization has a set of written instructions, practical measures have been gradually shaped and molded by each individual person over a period of time. The statement “this is how it has always been” should be deconstructed and reformulated into the following question, “Why has it always been like this?” If a professor, for example, finds something stressful, we should be able to specify what issues and practices are the underlying cause for this stress. The same goes for best practices; what is it that makes them so sound?
- The process description utilised in quality thinking does not necessarily correspond to the reality of the situation. If we simply reformulate the written instructions for a particular activity, we do not necessarily achieve any change in reality. Open communication in the preparation stages and increased participation opportunities for people will ensure successful interaction and enable us to accomplish innovative change, Moisio summarises.

From innovation university to university innovation
- We have set ambitious goals for Aalto University’s preparation, providing an excellent starting point for innovative activities. Through our earnest search for something new and the opportunity to discover our internal motivation, we have the chance to shape genuine university innovation, Moisio asserts.

Researcher Elina Moisio from TKK’s Department of Industrial Engineering and Management is currently writing her doctoral thesis concerning the impact of rewards on innovativeness. She is also one of the members of the transformation teams, appointed by the personnel organizations.