S1_MANAGEMENT INTRODUCTION_Semester Ganjil 2025

Name : Ranti Kurnia Dewi 

NPM : 2511011026

Management departemen 

1. Organizational change is the process of altering an organization’s structure, strategy, technology, or culture to adapt to environmental shifts and achieve new goals. This change is driven by several forces such as technological advancements, globalization and competition, evolving customer demands, economic fluctuations, government regulations, and changing social and cultural values.

2. The three innovation strategies managers use to change products and technologies are exploration, cooperation, and entrepreneurship. Exploration focuses on creativity and experimentation to discover new ideas. Cooperation emphasizes collaboration across departments and with external partners. Entrepreneurship encourages employees to act as internal innovators, taking initiative to develop and implement new ideas.

3. Creativity is essential as it becomes the source of new ideas. Idea incubators provide a supportive environment to develop and refine innovative ideas. Horizontal linkages facilitate collaboration across departments, accelerating the innovation process. Open innovation allows organizations to use both internal and external ideas. Idea champions play a crucial role in promoting and pushing new ideas forward. New venture teams are dedicated groups that focus on developing new products or innovative projects.

4. Changes in people and culture are critical because attitudes, behaviors, and values determine whether change efforts succeed. Without cultural support or employee acceptance, transformation processes are likely to fail. Building an open, flexible, and innovative culture is key to ensuring the success of organizational change.

5. Organization Development (OD) is a planned process that uses behavioral science knowledge to improve organizational effectiveness and employee well-being through changes in systems, structures, and culture. Large group interventions are OD methods that involve many stakeholders to collaboratively discuss issues, create shared visions, and develop solutions together, such as through Open Space or Future Search techniques.

Name : Ananda Endra Pratama
ID : 2511011089

Management Department

1. Organizational change is the process by which companies adapt their structure, strategies, technology, or culture to remain relevant. Today, change is mainly driven by forces such as rapid technological progress, globalization, stronger competition, shifting customer demands, and external crises that require quick adaptation.

2. Managers apply three main innovation strategies: exploration (searching for and experimenting with new ideas), cooperation (working across departments and with external partners), and entrepreneurship (encouraging employees to act like entrepreneurs within the organization).

3. Innovation is supported by tools such as creativity for idea generation, idea incubators to test concepts, horizontal linkages to enhance collaboration, open innovation to involve outside expertise, idea champions to push initiatives, and new-venture teams dedicated to turning ideas into products or services.

4. Changes in people and culture are essential because strategies and technologies only succeed if employees accept and support them. Culture shapes mindset, reduces resistance, and creates openness, making adaptation sustainable.

5. Organization Development (OD) is a planned, science-based approach to improving organizational effectiveness and health, while large group interventions involve many stakeholders at once to align visions, solve problems collectively, and build strong commitment to change.

Marcheal Frans
2511031123

1. Organizational change means adopting new ideas, processes, or behaviors. Today it is driven by fast technology development, global competition, customer demands, government regulations, and social changes

2. Managers use exploration , cooperation, and entrepreneurship (new ventures and risk-taking projects)

3. Creativity, incubators, linkages, open innovation, champions, and venture teams all help generate, develop, and implement new ideas effectively across the organization

4. Changing people attitudes and culture is critical because without it, structural or technical changes will not last

5. Organization Development is a planned effort using behavioral science to improve effectiveness. Large group interventions involve bringing many stakeholders together to solve problems and plan change collectively

Name: Agustin leofard almukmin
NPM: 2511031044


1. Organizational Change & Forces Driving It

Organizational change is when a company makes adjustments in its structure, strategy, technology, or culture to adapt and stay effective.

Forces that drive change today:

Technology – new tools like AI or digital systems.

Economy & competition – pressure to cut costs, go global, stay competitive.

Society & regulations – changing customer needs, laws, and environmental demands.

Internal needs – new leadership goals, efficiency, or employee expectations.

2. Three Innovation Strategies

Managers use three main strategies to change products and technology:

1. Exploration – trying new ideas, research, and experiments.
2. Cooperation – working with other departments or outside partners.
3. Exploitation – improving or refining what already exists.


3. Tools That Support Innovation

Creativity – creates new and useful ideas.

Idea incubators – safe places to test and grow ideas.

Horizontal linkages – teamwork across departments to speed up development.

Open innovation – using ideas from inside and outside the company.

Idea champions – people who push and defend new ideas.

New venture teams – small, independent groups focused only on innovation.

4. Why People & Culture Matter in Change

Change fails if people don’t support it. Culture shapes how employees think and act, so it must align with new goals. Changing people’s mindset makes them less resistant and helps ensure the change lasts.
5. Organization Development (OD) & Large Group Interventions
OD: A planned effort to improve how an organization works by focusing on people, culture, and processes.

Large group interventions: Meetings or workshops that involve many employees at once to discuss problems, share ideas, and agree on solutions together.

2511031057,accounting 
1. Define organizational change and explain the forces driving innovation and change in today’s organizations!
- Organizational Change: Organizational change is the systematic process of altering how an organization operates, its structure, technologies, or culture. This can range from minor updates (like software upgrades) to major transformations (like corporate restructuring).
- Forces Driving Innovation and Change:
- Technology: Rapid technological advancements force organizations to constantly adapt to avoid falling behind.
- Competition: Increasingly competitive markets drive organizations to innovate in order to excel.
- Demographic Shifts: Changes in the age, backgrounds, and expectations of the workforce require organizations to adjust.
- Customer Demands: Customers are becoming more informed and demanding, so organizations must innovate to meet their needs.
- Regulations: New government regulations can compel organizations to change how they operate.
- Global Economy: Global economic shifts can create opportunities and threats that force organizations to adapt.

2. Identify the three innovation strategies managers implement for changing products and technologies!

- Exploration: Creating a culture that encourages experimentation, discovery, and risk-taking. This involves searching for new ideas and emerging technologies.
- Cooperation: Building relationships with external sources of innovation, such as customers, suppliers, and universities. This allows organizations to tap into knowledge and resources outside the organization.
- Entrepreneurship: Providing internal support for creating potential new business ventures. This involves forming small teams focused on developing new products or services.

3. Explain the value of creativity, idea incubators, horizontal linkages, open innovation, idea champions, and new-venture teams for innovation!

- Creativity: The ability to generate novel and useful ideas. It's the foundation of innovation.
- Idea Incubators: A safe space to develop new ideas into viable products or services. Incubators provide the resources and support needed to turn ideas into reality.
- Horizontal Linkages: Communication and collaboration across different departments. This allows ideas to flow freely and prevents silos.
- Open Innovation: Seeking ideas from outside the organization. This can involve collaborating with customers, suppliers, or even competitors.
- Idea Champions: Passionate individuals who promote new ideas and overcome obstacles to bring them to fruition.
- New-Venture Teams: Small, focused teams dedicated to developing new products or services. These teams typically have high autonomy and are encouraged to take risks.

4. Why are changes in people and culture critical to any change process?

- Acceptance of Change: If people don't accept the change, they will resist it, and the change will fail.
- Skills and Knowledge: Change often requires new skills and knowledge. If people lack these skills and knowledge, they won't be able to implement the change.
- Motivation: People must be motivated to implement the change. If they aren't motivated, they won't put in the effort.
- Culture: Organizational culture can either support or hinder change. If the organizational culture doesn't support change, it will be difficult to implement.

5. Define organization development (OD) and large group interventions!

- Organization Development (OD): A planned process of change in an organization's culture through the utilization of behavioral science technologies, research, and theory.
- Large Group Interventions: Meetings that involve a large number of people from across the organization to discuss issues and plan change. These interventions can be used to improve communication, build teams, and solve complex problems.

1. Organizational change & forces driving it
Definition: Organizational change is the adoption of new ideas, behaviors, or practices to adapt and stay competitive.
Forces: Technological advances, globalization, market competition, customer demands, workforce diversity, and economic shifts.
2. Three innovation strategies
Exploration: Creating breakthrough products or processes.
Cooperation: Partnering inside/outside the organization to share ideas.
Entrepreneurship: Encouraging risk-taking, new ventures, and intrapreneurship.
3. Value of tools for innovation
Creativity: Source of fresh, useful ideas.
Idea incubators: Safe space for employees to develop ideas.
Horizontal linkages: Cross-department collaboration for faster innovation.
Open innovation: Using external ideas and partnerships.
Idea champions: Individuals who push promising innovations forward.
New-venture teams: Small groups dedicated to developing new products/tech.
4. People & culture in change
Change fails if people resist. Shaping culture (values, mindsets, behaviors) ensures acceptance, motivation, and alignment with new goals.
5. OD & large group interventions
Organization Development (OD): Planned, systematic process to improve effectiveness and human well-being through change.
Large group interventions: Involving many stakeholders at once (e.g., conferences, workshops) to share perspectives, build commitment, and plan changes collectively.

2511031071, Accounting Department

1. Organizational change is the adoption of new ideas, behaviors, or processes by an organization to adapt to its environment. This change is driven by technology, global competition, customer expectations, government regulations, and social as well as economic shifts.

2. The three innovation strategies managers use to change products and technologies are exploration, which focuses on research, creativity, and experimentation, cooperation, which builds collaboration across departments and with external partners, and entrepreneurship, which encourages individuals or teams to become champions of new ideas and create new ventures inside the organization.

3. Creativity provides the spark for fresh ideas. Idea incubators create a safe space where these ideas can be nurtured. Horizontal linkages connect departments so that innovation flows quickly and becomes more integrated. Open innovation brings in ideas from the outside and enriches the process. Idea champions push and defend new ideas until they are accepted, and new venture teams are formed to focus completely on developing and testing innovations so they are ready for implementation.

4. Changes in people and culture are critical because strategies and technologies only work when people’s attitudes, behaviors, and values also change. Culture shapes how individuals respond to change. Without a shift in culture, even the best innovations will not last or succeed.

5. Organization development is a planned process that uses knowledge of human behavior to improve effectiveness by changing systems, culture, and people. Large group interventions are a method within this approach that brings many members of the organization together in big meetings to build a shared vision, solve problems, and plan change collectively.

Andini Nares Wati
2511031074
Accounting Department

1.Organizational change is the process of modifying an organization’s structure, strategy, processes, or culture to adapt to new challenges and opportunities. The forces driving innovation and change today include rapid technological advances, globalization, changing customer demands, government regulations, competition, social and environmental pressures, and unexpected events such as economic crises or pandemics.

2.The three innovation strategies managers implement for changing products and technologies are:

-Exploration – developing brand new products and technologies through research, experimentation, and creativity.


-Cooperation – collaborating with internal departments, customers, suppliers, and external partners to generate and implement innovations.


-Entrepreneurship – encouraging risk-taking, experimentation, and providing resources for employees to turn new ideas into successful innovations.


3.Creativity generates fresh and unique solutions as the foundation of innovation.

-Idea incubators provide a safe space to test and refine new ideas.

-Horizontal linkages connect different departments to share knowledge and ideas across the organization.

-Open innovation brings in knowledge and resources from external partners.

-Idea champions push new ideas forward and persuade others to support them.

-New-venture teams focus solely on developing and launching innovative projects outside routine operations.

4.Changes in people and culture are critical because employees are the ones who implement new systems, strategies, or technologies. If people resist or are unprepared, change will fail. Culture shapes the shared values and behaviors of the organization; a culture that supports innovation and adaptability makes change possible, while a resistant culture can block it.


5.Organization development (OD) is a planned, systematic effort to improve an organization’s effectiveness, adaptability, and overall health by focusing on people, processes, and culture. Large group interventions are OD methods that bring together many stakeholders in workshops or conferences to identify problems, create shared understanding, develop solutions, and build commitment to organizational change.

Erika Izzatul Latifah
2511011132
Management department

1. Organizational Change refers to the process by which organizations transform their structures, strategies, operational methods, technologies, or culture to adapt to internal or external forces.
Forces Driving Innovation and Change Today:
Technological advancements
Globalization
Customer expectations
Regulations and policies
Workforce dynamics
Market dynamics
2. The three innovation strategies are:
Exploration Strategy:
Focuses on developing new ideas, experimenting, and risk-taking.
Encourages creativity and breakthrough innovation.
Cooperation Strategy:
Involves working with external partners (suppliers, customers, universities) or cross-department teams.
Promotes knowledge sharing and joint innovation.
Innovation Roles Strategy:
Assigns specific people or teams to be responsible for innovation (e.g., idea champions, R&D teams).
Creates accountability and focus on innovation processes.
3.Creativity:
The foundation of innovation. It generates original ideas and solutions.
Idea Incubators:
Safe environments within organizations where employees can develop and test new ideas without immediate pressure.
Encourages experimentation.
Horizontal Linkages:
Cross-functional collaboration between departments (e.g., marketing and R&D).
Enhances innovation by combining diverse perspectives.
Open Innovation:
Leveraging external sources (customers, partners, startups) for ideas and solutions.
Expands the innovation ecosystem.
Idea Champions:
Individuals who passionately support and drive new ideas through resistance.
They provide energy and advocacy for innovation.
New-Venture Teams:
Separate units or groups tasked with developing and launching new products or technologies.
Provides focus and agility, separate from day-to-day operations.
4. Changes in people and culture are critical because:
Culture shapes behavior: Without cultural alignment, even the best strategies fail.
Resistance to change: People naturally resist change. Cultural change helps build acceptance and adaptability.
Sustains transformation: A change in mindset, values, and behavior ensures long-term success.
Engagement and morale: Positive culture change increases employee motivation and engagement during transitions.
5. Organization Development (OD):
A planned, systematic approach to improving organizational effectiveness through interventions in processes, culture, and people. It focuses on human and social aspects of the organization.
Large Group Interventions:
These are change processes that involve bringing together a large group of stakeholders (employees, customers, suppliers) to collaboratively discuss and plan organizational change.
Examples: Future Search, World Café, Open Space Technology.

Name : Amanda Bilqist Ismail
NPM : 2511021056
Departement : Economics Development

1. Organizational change is the process of modifying structures, strategies, processes, or culture to adapt and stay competitive.
Forces: technological disruption, globalization, shifting customer demands, regulatory pressures, and social/environmental concerns.

2.  • Exploration – searching for new ideas and radical innovations.

     • Cooperation – collaboration across departments or with external partners.
     • Innovation Roles – assigning roles (idea champions, venture teams) to push ideas forward.

3. • Creativity → source of new ideas.
    • Idea incubators → safe space for developing ideas.
    • Horizontal linkages → faster knowledge flow across units.
    • Open innovation → using external knowledge/resources.
    • Idea champions → individuals who drive ideas to execution.
    • New-venture teams → cross-functional groups turning ideas into products.

4. Change fails without mindset and culture alignment. Supportive culture (openness, trust, risk-taking) reduces resistance and ensures sustainable transformation.

5. • Organization Development (OD): planned, behavioral-science-based effort to improve organizational effectiveness and culture.
    •Large Group Interventions: OD method involving many stakeholders in one setting to build shared vision and accelerate consensus.

Riana Azzahra (2511021139)
Economic Development

1. • Organizational change is the adoption of new ideas or behaviors by an organization to respond to internal and external pressures.
• Forces driving change & innovation today:
- Rapid technological advancements.
- Global competition and market shifts.
- Customer demands and personalization.
- Economic and political pressures.
- Workforce diversity and changing employee expectations.
- Sustainability and social responsibility.

2. • Exploration: Developing new ideas, experimenting, and encouraging creativity.
• Cooperation: Using internal collaboration and external partnerships to share knowledge and resources.
• Entrepreneurship: Supporting risk-taking, intrapreneurship, and new venture initiatives within the company.

3. • Creativity → Source of new and useful ideas.
• Idea incubators → Safe environments where employees can develop ideas without bureaucratic limits.
• Horizontal linkages → Cross-department collaboration ensures fast information flow and integrated solutions.
• Open innovation → Using external ideas, partnerships, and crowdsourcing to enhance innovation.
• Idea champions → Individuals who passionately promote and drive new ideas forward.
• New-venture teams → Independent teams that develop and implement innovations like internal startups.

4. • People and culture determine how receptive the organization is to change.
• Without changing mindsets, values, and behaviors, structural or technological changes will fail.
• Culture influences trust, motivation, and employee commitment to new strategies.
• Sustainable change requires aligning people’s attitudes with organizational goals.

5. • Organization Development (OD): A planned, systematic process of changing an organization’s culture, structures, and behaviors to improve effectiveness and adaptability.
• Large Group Interventions: OD techniques that bring together stakeholders (sometimes hundreds) in structured workshops to discuss problems, share ideas, and plan collective action for change.

Alicia Gwen Halim
2511031088
Accounting
1. Organizational change is adoption of a new idea or behavior by an organization.
Forces and change in today’s organizations : Technology, competition, customer needs, workforce diversity, economic & political pressures.

2.1. Exploration – creativity, idea generation.
2. Cooperation – coordination, open innovation, partnerships.
3. Entrepreneurship – idea champions, new-venture teams.

3.Creativity = source of new ideas.
Idea incubators = safe space to develop ideas.
Horizontal linkages = cross-department cooperation.
Open innovation = ideas from outside partners.
Idea champions = push ideas forward.
New-venture teams = implement innovations.

4. Because Skills, attitudes, and values must shift for change to succeed. Also
culture shapes behavior; without cultural change, structural/tech changes fail.

5.Organization Development (OD): Planned process using behavioral science to improve effectiveness.
Large group interventions: Bring many stakeholders together to plan and implement change.

Valent Al Rafif
2511011031
S-1 Management International

1. Define organizational change and explain the forces driving innovation and change in today’s organizations

- Organizational change refers to the adoption of new ideas, behaviors, or practices by an organization to improve performance, respond to the environment, or achieve strategic goals. It can involve changes in structure, processes, technology, products, or culture.

- Forces driving innovation and change:

• Technological advances – rapid digitalization, AI, automation.

• Global competition – need to innovate to stay competitive.

• Customer expectations – demand for better, faster, customized products/services.

• Economic shifts – adapting to global markets and crises.

• Sociocultural changes – diversity, sustainability, and social responsibility.

• Regulations and policies – compliance with new laws and standards.

2. Identify the three innovation strategies managers implement for changing products and technologies

- Exploration strategy – encourages creativity, experimentation, and risk-taking for developing breakthrough innovations.

- Cooperation strategy – emphasizes collaboration (across departments, with customers, suppliers, or competitors) to develop new ideas.

- Innovation roles strategy – assigning specific roles (idea champions, new-venture teams, R&D) to drive and implement innovations effectively.

3. Explain the value of creativity, idea incubators, horizontal linkages, open innovation, idea champions, and new-venture teams for innovation

- Creativity – generates novel and useful ideas, the starting point of innovation.

- Idea incubators – provide a safe space where employees can develop and test ideas without immediate pressure of corporate constraints.

- Horizontal linkages – promote cross-functional collaboration, breaking silos to generate integrated solutions.

- Open innovation – involves using external ideas and partnerships (customers, universities, startups) alongside internal capabilities.

- Idea champions – individuals who advocate for new ideas, build support, and push them through organizational resistance.

- New-venture teams – groups dedicated to developing and implementing new products, services, or processes.

4. Why changes in people and culture are critical to any change process?

- Technology and strategy alone cannot succeed without employee acceptance and cultural alignment.

- People’s values, behaviors, and mindsets determine whether change is sustained.

- Cultural resistance is often the biggest barrier to change.

- Shaping culture and developing people ensures commitment, motivation, and adaptability.

- It builds trust, reduces fear, and enhances learning.

5. Define organization development (OD) and large group interventions

- Organization Development (OD) – a planned, systematic process using behavioral science knowledge to improve an organization’s effectiveness and capacity for change. It focuses on human and social aspects (leadership, teamwork, culture).

- Large Group Interventions – a change technique that involves bringing together stakeholders from across the organization (sometimes including customers, suppliers, or community members) to discuss problems, opportunities, and strategies collectively. This promotes shared understanding, collaboration, and broad commitment to change.

Alysa Hayu Larasati
2511021073
Economic Development Departement

1. Organizational change means when a company or organization makes adjustments in the way it works this can be in structure, strategies, processes, or even culture.
The main forces driving innovation and change today are:
• Technology (new digital tools, AI, automation).
• Customer needs (people’s tastes and expectations change fast).
• Competition (companies must innovate to stay ahead).
• Global trends (economic shifts, regulations, sustainability).
• Internal pressure (employees wanting better ways of working).


2. The three main innovation strategies are:
1. Exploration – experimenting with new ideas, research, and risk-taking.
2. Cooperation – working with other departments, partners, or even customers to create innovations.
3. Entrepreneurship – supporting new ventures, encouraging employees to act like entrepreneurs inside the company.


3. • Creativity → the starting point of all innovation, generating fresh and useful ideas.
• Idea incubators → safe places inside an organization where employees can test and grow their ideas.
• Horizontal linkages → connections between different departments so information and ideas flow easily.
• Open innovation → using ideas from outside the company (partners, customers, universities) to speed up innovation.
• Idea champions → individuals who push and support new ideas until they become real projects.
• New-venture teams → groups formed inside the company to develop and launch new products or services.


4. Because even if systems and structures change, people are the ones who actually make change happen. If employees don’t accept the new culture, the change won’t succeed. Changing people’s mindset, skills, and values is critical so the organization can fully adapt and grow.


5. • Organization Development (OD) → a planned, long-term effort to improve an organization’s effectiveness and health through changes in processes, teamwork, and culture.
• Large Group Interventions → a method in OD where a big number of employees and stakeholders come together in workshops or meetings to discuss issues, share ideas, and plan change together.

Chelsea Olivia Handoko
2511031116
Accounting Department

1. Organizational change is the adoption of new ideas or behaviors within an organization. It is driven by forces such as technology, globalization, competition, customer demands, economic pressures, and workforce expectations.

2. The three innovation strategies are exploration, which encourages creativity and experimentation, cooperation, which focuses on collaboration and open innovation, and entrepreneurship, which relies on idea champions, new-venture teams, and skunkworks.

3. Creativity provides the fresh ideas that start innovation, idea incubators give a safe space to develop them, horizontal linkages connect departments to speed progress, open innovation brings input from external partners, idea champions push ideas through resistance, and new-venture teams allow freedom to develop big innovations.

4. Change in people and culture is critical because without shifting values, attitudes, and behaviors, structural or technological change will fail. People must adapt and the culture must support new ways of working.

5. Organization development (OD) is a planned process using behavioral science to improve organizational effectiveness and adaptability. Large-group interventions are OD methods that involve many people at once to create rapid, system-wide change.

1.Organizational change simply means when a company adopts a new idea or way of doing things. It happens because businesses today face constant pressure from fast-changing technology, global competition, shifting markets, and new customer demands. To survive, companies can’t stay the same—they need to innovate. We’ve moved from a knowledge economy to what’s called a creativity economy, where imagination, problem-solving, and fresh ideas are what keep organizations alive and competitive.

2.Managers usually rely on three main strategies when they want to bring innovation into products or technologies. The first is exploration, which is all about generating new ideas through creativity and experimentation. The second is cooperation, which means breaking down silos, working across departments, and even inviting outside partners or customers to share ideas. The third is entrepreneurship, which is about pushing new ideas forward using things like idea champions, special new-venture teams, or skunkworks projects that give innovators freedom and resources to make their ideas real.

3.Several tools and roles help organizations make innovation happen. Creativity is the starting point—it’s the spark that brings new ideas. Idea incubators give employees a space to play with and test those ideas without the pressure of daily operations. Horizontal linkages help different departments, like marketing and research, work together so ideas can turn into real products faster. Open innovation brings in outside voices—partners, customers, or other experts—to expand the pool of ideas. Idea champions are people who believe so strongly in an idea that they fight to keep it alive despite resistance. And new-venture teams provide structure, freedom, and resources so those ideas don’t just stay on paper but become real innovations.

4.Changing people and culture is at the heart of any successful change. A strategy might look good on paper, but if employees don’t believe in it or don’t adapt their behavior, it won’t work. People change can be as simple as giving employees new training, but culture change is deeper—it’s about reshaping shared values and assumptions across the whole company. Without shifting people and culture, change usually fails because the organization falls back into old habits.

5. Organization Development, or OD, is basically a planned effort to improve the overall health and effectiveness of a company. It uses ideas from behavioral science to help people work better together, adapt to the environment, and solve problems more effectively. One important OD method is large group intervention. This brings together a wide range of people from across the organization—sometimes even hundreds at once—to talk about the issues the company is facing and to commit to solutions together. It creates shared understanding and builds momentum for real change...

Name : Fikri Adinata Sulton
NPM : 2511021071
Study Program : Economic Development

1. The process by which an organization transforms its structure, processes, or culture to adapt to pressures and achieve a desired state, often driven by external forces like technological advancements, shifting customer preferences, market competition, and regulatory changes, as well as internal factors such as leadership vision and employee feedback.
2. •Product Innovation
•Process innovation
•Business model innovation
3. •Creativity
Value: Creativity is the foundation of innovation. It provides the ability to think beyond traditional solutions, generate novel ideas, and connect unrelated concepts into something useful. Without creativity, innovation becomes incremental rather than transformative.

Example: Apple’s creativity in combining design with technology led to revolutionary products like the iPhone.

•Idea Incubators
Value: An idea incubator provides a safe space within an organization where employees can develop and experiment with new ideas without immediate pressure for results. It encourages risk-taking and nurtures raw concepts into viable innovations.

Example: Google’s “20% time” acted as an informal incubator, leading to products like Gmail.

•Horizontal Linkages
Value: Innovation often requires collaboration across departments (R&D, marketing, production, etc.). Horizontal linkages break down silos and enable knowledge sharing, which sparks more integrated and practical innovations.

Example: Cross-functional teams in car companies (design + engineering + marketing) ensure vehicles meet both technical and customer needs.

•Open Innovation
Value: Open innovation means reaching beyond the company’s boundaries to source ideas from customers, universities, startups, or other firms. It accelerates innovation by tapping into diverse expertise and reduces costs by sharing risks.

Example: Procter & Gamble’s “Connect + Develop” program brought in external ideas, resulting in faster product development.

•Idea Champions
Value: An idea champion is an individual who passionately advocates for a new idea, pushing it forward despite resistance. They secure resources, build support, and keep the momentum alive until the innovation succeeds.

Example: Elon Musk acted as a champion for electric vehicles, pushing Tesla’s vision despite early skepticism.

•New-Venture Teams
Value: These are small, cross-disciplinary groups formed to develop and launch new products or businesses. They are more agile, risk-taking, and entrepreneurial compared to traditional units, driving innovation from concept to commercialization.

Example: Skunk Works at Lockheed Martin developed groundbreaking aircraft through a semi-independent venture team.

4. They directly influence a group's collective behaviors, beliefs, and overall ability to adapt and succeed with new initiatives.

5. Organization Development (OD) is a systematic, science-based process using planned interventions to improve an organization's effectiveness, health, and capacity to change by aligning its strategy, structure, processes, and culture. Large Group Interventions are a specific type of OD activity designed to achieve significant, system-wide change by bringing large numbers of people together for collaborative problem-solving, such as large-scale planning or innovation sessions.

Aliya Fazila Effendi
2511031092
Accounting

1. Organizational change is the adoption of new ideas or behaviors in an organization. It is driven by forces like technology, competition, globalization, customer needs, social values, and workforce changes.

2. The three innovation strategies are:
* Exploration – creating and experimenting with new ideas.
* Cooperation – sharing ideas across departments and with outside partners.
* Entrepreneurship – developing new products, services, or processes inside the company.

3. Creativity produces fresh ideas. Idea incubators give support for new concepts. Horizontal linkages connect departments for knowledge sharing. Open innovation brings in external ideas. Idea champions push projects forward, and new-venture teams turn ideas into real innovations.

4. People and culture must change because even the best strategies or technologies fail if employees’ attitudes and values don’t support them. Change works only when people accept it.

5. Organization Development (OD) is a planned effort to improve effectiveness through human and social change. Large group interventions bring many stakeholders together to discuss, share, and agree on needed changes.

Chantika Atthaya Arlie
2511031114

1. Organizational change is the process of adopting new ideas, behaviors, or structures so that a company can stay effective and relevant in a fast-changing environment. The need for change is driven by many forces, such as rapid technological developments, stronger global competition, economic shifts, increasing workforce diversity, social and environmental demands, and new government regulations. In short, organizations must evolve if they want to survive and thrive.

2. Managers usually apply three main strategies to drive innovation in products and technologies. The first is exploration, which emphasizes experimentation and the search for new and breakthrough ideas. The second is cooperation, where organizations build collaboration across departments or even with external partners to share knowledge and resources. The third is entrepreneurship, which encourages risk-taking and creates small, start-up–like teams within the company to pursue new opportunities.

3. Several elements play a crucial role in making innovation possible. Creativity is the starting point, because it sparks original ideas. Idea incubators provide a safe space for these ideas to grow without too much pressure. Horizontal linkages connect people across departments, allowing knowledge to flow rather than stay isolated. Open innovation brings in external ideas and technologies to strengthen the company’s efforts. Within the organization, idea champions are passionate individuals who push new projects forward, and new-venture teams are small groups that focus on turning those ideas into real products or services.

4. Any change process depends heavily on people and culture. Even with the best strategies in place, change will not succeed if employees resist it. Culture shapes how people think, act, and make decisions, so if the culture does not align with the change, the effort will fail. That is why addressing people’s mindset and transforming the organizational culture is critical for long-term success.

5. Organization development, or OD, is a planned and systematic effort to improve the overall effectiveness and health of an organization by changing its structures, processes, and culture in a collaborative way. One important approach within OD is large group interventions, where many stakeholders—such as employees, managers, and sometimes even customers—are brought together to discuss problems, share ideas, and design solutions for the organization’s future.

1. Organizational change is the process of transforming structures, strategies, processes, technologies, or culture to adapt to internal and external pressures. Today, change is driven by forces such as global competition, rapid technological advancements, shifting customer expectations, workforce diversity, economic uncertainty, and environmental/sustainability concerns. These forces push organizations to innovate and remain competitive.

2. Managers typically use three strategies:
- Exploration – searching for new ideas, experimentation, and risk-taking.
- Cooperation – working across departments, with partners, or even competitors to develop innovations.
- Entrepreneurship — fostering creativity and turning new ideas into products, services, or business ventures.

3. Several tools and roles play a crucial part in supporting innovation. Creativity provides fresh ideas that become the foundation for innovation, while idea incubators create safe spaces for employees to test and refine those ideas. Horizontal linkages, which promote collaboration across departments, ensure that knowledge flows quickly within the organization. Open innovation allows companies to bring in ideas from external sources such as customers, universities, or other firms. Idea champions are individuals who strongly advocate for new ideas and push them forward even in the face of resistance. Finally, new-venture teams act like small start-ups within the company, dedicated to turning innovative ideas into reality.

4. Changes in people and culture are critical to any change process because systems and technologies alone cannot ensure success. Employees must be willing to adjust their behaviors, attitudes, and ways of working if the change is to take root. Culture, as the shared set of values and norms within the organization, needs to align with the direction of change. Without cultural support, even well-designed strategies will face resistance and are likely to fail, which is why addressing people and culture is as important as addressing technical or structural issues.

5. - Organization development (OD): A planned, organization-wide effort using behavioral science to improve effectiveness, health, and adaptability. It focuses on human processes like communication, teamwork, and conflict resolution.
- Large group interventions: A change method that brings together people from all parts of the organization (and sometimes external stakeholders) to discuss problems and opportunities, build shared understanding, and design collective solutions. Examples include “future search” or “open space” meetings.

Achmad Rajwa Alamsyah Marchio_2511031154_Accounting
1. Organizational change is the process of altering an organization's structure, culture, strategies, or processes to adapt to new goals or environments, driven by both external forces like technology and market shifts, and internal factors such as leadership vision and operational needs. These forces push for innovation, which is essential for organizations to remain competitive, efficient, and relevant in a constantly evolving world.

2.Innovation Strategy Categories
Product Innovation: Involves creating new products or improving existing ones, often through incremental enhancements or entirely new features.
Process Innovation: Focuses on improving how a product is made or delivered, leading to greater efficiency or new capabilities.
Business Model Innovation: Involves changing the way a company creates, delivers, and captures value, which can significantly alter market dynamics.

3.Creativity provides new ideas, while the other elements provide structure, collaboration, and focused energy for innovation: idea incubators nurture early-stage ideas, horizontal linkages connect diverse knowledge, open innovation brings in external ideas, idea champions drive promising concepts, and new-venture teams provide dedicated focus for developing these ideas into tangible outcomes.

4.Changes in people and culture are critical to any process because they directly influence an organization's or individual's ability to adapt, adopt new behaviors, and achieve desired outcomes, making the change either a success or a failure.

5.Organization Development (OD) is a science-based, planned process for improving an organization's effectiveness, health, and ability to adapt to change by modifying its processes, strategies, structures, and culture. Large group interventions are specific OD tools that involve bringing together a large number of people from an organization or its stakeholders to collectively diagnose problems, develop strategies, and drive large-scale organizational change in a structured meeting process.

ZALFA GHAISANI 2511031149

1. Define organizational change and explain the forces driving innovation and change in today’s organizations!
Organizational change is the process of altering strategies, structures, processes, or culture to adapt to pressures inside and outside the firm. Today, change is driven by technology, globalization, consumer expectations, economic pressures, regulation, and workforce shifts. While often seen as a reaction to external forces, change can also originate internally, such as leadership issues or outdated culture, and can be pursued proactively when organizations seek to reshape markets. Although change is framed as essential, in some industries stability may be equally important, reminding us that change is not always inherently beneficial.

2. Identify the three innovation strategies managers implement for changing products and technologies!
Managers use three common strategies to innovate: exploration through experimentation and R&D, cooperation through internal and external collaboration, and entrepreneurship through intrapreneurship, venture teams, and idea champions. These categories provide a useful framework but can oversimplify reality, since in practice managers often blend approaches. A critical challenge is balancing exploration of new opportunities with exploitation of existing strengths, as neglecting either can undermine long-term performance.

3. Explain the value of creativity, idea incubators, horizontal linkages, open innovation, idea champions, and new-venture teams for innovation!
Innovation depends on both ideas and supportive structures. Creativity sparks new solutions, incubators provide safe spaces to test them, and horizontal linkages encourage cross-department collaboration. Open innovation broadens input by using external ideas, while champions and venture teams help push projects forward. Yet these mechanisms are not guarantees of success; without the right culture and incentives, they risk becoming symbolic rather than genuinely innovative.

4. Why changes in people and culture are critical to any change process?
Change efforts rely on people’s willingness to adopt new behaviors, and culture shapes how they respond. A supportive culture can accelerate change, while resistance can derail it. Still, culture is not easily redesigned by management and often evolves gradually. Some changes may succeed in the short term without deep cultural transformation, but for sustained impact, people and culture remain critical.

5. Define organization development (OD) and large group interventions?
Organization development (OD) is a planned, science-based process to improve effectiveness and employee well-being through diagnosis and intervention. Large group interventions, which bring many stakeholders together to build shared understanding and vision, are one OD method. While they can create buy-in and alignment, they are not automatically neutral or effective; without genuine follow-through, such efforts risk being more symbolic than transformative.

Definition: Organizational change is the adoption of a new idea or behavior by an organization .
Forces driving change include globalization, rapidly changing technologies, shifting markets and competition, new customer demands, workforce diversity, and societal/economic pressures .
2.
Daft identifies three key strategies: 
- Exploration – creating conditions that encourage creativity, experimentation, and idea generation (creativity, experimentation, idea incubators).
- Cooperation – building systems for internal & external collaboration (horizontal linkages, customer/partner involvement, open innovation).
- Entrepreneurship – ensuring new ideas are implemented (idea champions, new-venture teams, skunkworks, new-venture funds).
3.
- Creativity: first step in innovation—generating novel ideas.
- Idea incubators: safe environments within organizations for nurturing ideas.
- Horizontal linkages: coordination across departments for faster innovation.
- Open innovation: using external sources (partners, customers, even competitors) to bring in new ideas.
- Idea champions: passionate advocates who push new ideas despite resistance.
- New-venture teams: groups formed to develop and implement innovations; sometimes supported by skunkworks or new-venture funds.
4.
- All successful change involves shifts in people and culture—especially employees’ mind-sets, values, and behaviors .
- People change can involve training individuals; culture change involves reshaping the whole organization’s values.
- Managers often report this is the most difficult type of change, but it’s essential because strategies or systems fail if employees resist.
- Tools: training and development, and organization development (OD) help shift culture .
5.
- Organization Development (OD): a planned, systematic process using behavioral science techniques to improve organizational health, adaptability, internal relationships, and problem-solving .
- Large-group interventions: OD methods that bring together stakeholders (sometimes hundreds of people) to share ideas, align values, and plan change collectively. These build shared commitment and reduce resistance .

Joyce Natasya
2511011015
Management Department

1. Define organizational change and explain the forces driving innovation and change in today’s organizations.
Organizational change is the adoption of a new idea or behavior by an organization. It can be changes in technology, products, structure, or people.
Forces driving change today include:
Globalization (competition and collaboration worldwide).
Technological advances (digital tools, AI, automation).
Economic shifts (recession, inflation, global markets).
Changing workforce (diversity, younger generations, skills needed).
Social trends and customer expectations (sustainability, customization).
Regulations and government policies that push organizations to adapt.

2. Identify the three innovation strategies managers implement for changing products and technologies.
Managers typically use three innovation strategies:
Exploration – search for new knowledge, new ideas, and breakthrough innovations.
Cooperation – using internal and external coordination (partnerships, teamwork, alliances) to support innovation.
Entrepreneurship – turning new ideas into business opportunities, often through new-venture teams and champions.

3. Explain the value of creativity, idea incubators, horizontal linkages, open innovation, idea champions, and new-venture teams for innovation.
Creativity: the spark of new ideas; the starting point for innovation.
Idea incubators: small units where employees can experiment with ideas in a safe environment.
Horizontal linkages: collaboration across departments; reduces silos and helps ideas spread.
Open innovation: bringing in ideas and solutions from outside partners (customers, suppliers, universities).
Idea champions: passionate people who push, promote, and protect new ideas until they succeed.
New-venture teams: small groups that focus only on developing new products or businesses, separate from routine work.
Each of these increases the chances that innovative ideas survive and turn into real organizational results.

4. Why changes in people and culture are critical to any change process?
Technology and structure can be redesigned easily, but people and culture determine whether change succeeds or fails.
Employees must develop new mindsets, skills, and behaviors to match the new goals.
Culture provides shared values and norms; if the culture resists, change will be blocked.
Successful change requires addressing resistance, building trust, and aligning culture with the new direction.

5. Define organization development (OD) and large group interventions.
Organization Development (OD): A planned, systematic process of change that uses behavioral science knowledge to improve an organization’s health and effectiveness. OD focuses on human and social aspects of change (teamwork, communication, leadership, trust).
Large Group Interventions: A method within OD that brings together a large group of stakeholders (sometimes hundreds of people) to discuss problems and opportunities, build shared understanding, and agree on a common direction. This increases commitment and speed of change.

Name: Clara Resti Wahyuningsih
Student ID number: 2511031073
Accounting Department

1. Organizational change is the adoption of a new idea or behavior by an organization. Forces driving change include shifts in markets, technology, competition, product and service innovation and also changes in production processes to improve efficiency.
2. The three strategies are exploration, cooperation, and entrepreneurship. Exploration is encourages creativity, experimentation, and idea incubators. And then cooperation, cooperation uses horizontal coordination, customers, partners, and open innovation. And finally entrepreneurship that relies on idea champions, new venture teams, skunkworks, and new venture funds.
3. Creativity is the generation of novel ideas that might meet perceived needs or respond to opportunities; it is the essential first step in innovation.
Idea incubators provide a safe environment where employees can develop ideas without interference.
Horizontal linkages emphasize cooperation across departments (R&D, marketing, manufacturing) to develop innovations jointly.
Open innovation extends the search for and commercialization of ideas beyond the organization’s boundaries, tapping into customers, suppliers, and external partners.
Idea champions are individuals who passionately promote new ideas and fight for their acceptance.
New-venture teams are groups that separate from the rest of the organization to develop and launch innovations, often supported by skunkworks or venture funds.
4. All successful changes involve changes in people and culture that is shifts in employees’ mindsets, behaviors, and organizational values.
5. Organization Development (OD) is a planned, systematic process of change using behavioral science techniques to improve organizational health, effectiveness, adaptability, relationships, learning, and problem-solving. While, large-group interventions involve bringing together people from all parts of the organization (and sometimes outsiders) to discuss problems or opportunities and plan for change collectively.

Name : Bambang Rizky Ramadhan
NPM 2511031075
Accounting Department

1.Organizational Change

Organizational change refers to the process by which companies modify their structures, strategies, processes, technologies, or culture to adapt to internal and external pressures. It involves planned or unplanned shifts that help the organization remain competitive, efficient, and aligned with its goals.

Today, change and innovation are driven by technology, globalization, shifting customer demands, workforce expectations, regulations, and economic pressures, all pushing organizations to stay flexible and competitive.

2.Managers typically use three innovation strategies for changing products and technologies:

Exploration – developing new ideas, experimenting, and seeking opportunities for breakthrough innovations.

Cooperation – collaborating across departments, with partners, or external stakeholders to generate and share innovative ideas.

Entrepreneurship – encouraging risk-taking, flexibility, and internal ventures to turn ideas into practical products or technologies

3.Creativity – generates novel and useful ideas, the foundation of innovation.

Idea Incubators – provide a safe space where employees can develop ideas without immediate pressure.

Horizontal Linkages – encourage cross-department collaboration, speeding up knowledge sharing.

Open Innovation – brings in external ideas and partnerships to expand innovation capacity.

Idea Champions – passionate individuals who push and advocate for new ideas until they are adopted.

New-Venture Teams – small, independent groups that focus on turning innovations into real products or processes.

4.Changes in people and culture are critical because even the best strategies, structures, or technologies will fail without employee acceptance and the right organizational mindset. People drive behavior, decision-making, and daily operations, while culture shapes values and norms that support or resist change. Aligning both ensures commitment, reduces resistance, and creates a sustainable foundation for successful transformation.

5.Organization Development (OD) is a planned, systematic process of improving an organization’s effectiveness and health through interventions in its structure, processes, and culture, often focusing on human and social aspects.

Large Group Interventions are OD techniques that involve bringing together a wide range of stakeholders (employees, managers, even customers or partners) in interactive sessions to discuss problems, share ideas, and plan collective actions for organizational change.

Name: Dimas Farel Saputra
NPM. : 2511011148
Management Department

1. Define organizational change and explain the forces driving innovation and change in today’s organizations
Organizational change is the process where a company modifies its structure, strategies, processes, or culture to adapt to new conditions and improve performance. In today’s environment, change is driven by several forces such as globalization, technological advancements (like AI and automation), competitive pressures, changes in customer preferences, economic shifts, and social/environmental issues. These forces push organizations to innovate in order to survive and remain competitive.

2. Identify the three innovation strategies managers implement for changing products and technologies
There are three main innovation strategies managers often use:

Exploration → focusing on creativity, research, and new ideas to generate breakthroughs.

Cooperation → building partnerships and networks, both inside and outside the company, to share knowledge and speed up innovation.

Innovation roles → assigning specific people or teams, like R&D departments or innovation champions, to take responsibility for driving and managing new ideas.

3. Value of Creativity, Idea Incubators, etc., for Innovation
Creativity: Sparks novel ideas; essential to avoid stagnation and solve problems uniquely.
Idea incubators: Safe spaces for testing ideas; reduces failure fear, nurtures concepts.
Horizontal linkages: Cross-dept collaboration; breaks silos, speeds info/expertise sharing.
Open innovation: External input (e.g., crowdsourcing); adds fresh views, cuts costs, accelerates dev.
Idea champions: Advocates pushing ideas; overcomes resistance, builds momentum.
New-venture teams: Small groups for new product dev; agile, bureaucracy-free for fast innovation.

4. Why Changes in People and Culture Are Critical
People/culture drive org success – changes fail ~70% due to resistance (fear, disruption). Culture shapes behaviors; misaligned (e.g., risk-averse) stalls progress. Critical for: buy-in via training/comms, skill-building, motivation (Lewin's model); adaptive cultures (e.g., innovative like Google) boost adoption, morale, and reduce turnover. Change is mostly people-focused.

5. Organization Development (OD) and Large Group Interventions
OD: Planned, behavioral science-based approach to boost org effectiveness by improving people, structures, processes; focuses on culture/problems for long-term adaptation.

Large group interventions: OD methods with big groups (e.g., 50+ in sessions like search conferences) to diagnose issues and co-create solutions; builds ownership, uncovers insights quickly vs. top-down.

1. What is Change & Why Does It Happen?
* Organizational Change: Adopting new ideas and behaviors to survive and thrive.
* Driving Forces:
* External: The world pushes you (new tech, new competitors, customer demands).
* Internal: Your company pulls you (bad performance, a new CEO's vision).


2. Three Steps to Innovate
* Explore: Find new ideas (be creative!).
* Cooperate: Develop ideas with others (teamwork!).
* Champion: Push ideas to the finish line (make it happen!).


3. The Innovator's Toolkit
* Creativity: The spark of a new idea.
* Idea Incubator: A safe "greenhouse" to grow new ideas.
* Horizontal Linkages: Teamwork between departments, not silos.
* Open Innovation: Using ideas from outside your company (customers, partners).
* Idea Champion: The hero who fights for a new idea until it's a reality.
* New-Venture Team: A small "startup team" inside your company to move fast.


4. Why People & Culture Matter Most
* Because people are the ones who actually change.
* If you don't win their hearts and minds, they will resist.
* Your company culture is the "operating system" for change—it either helps or hurts.


5. Tools for People-Focused Change
* Organization Development (OD): A planned process to improve the company's health by focusing on its people, teamwork, and culture.
* Large-Group Interventions: Get everyone in one room to solve problems and build commitment fast

Carla Cheisya avrilfighea
2511011145 ( Management )

(1) organizational change is “the adoption of a new idea or behavior by an organization.” Sometimes this change is internal (coming from inside the company) and sometimes it's in response to external pressures.

Forces Driving Innovation & Change (per Daft):
Daft identifies several forces (both internal and external) that push organizations toward innovation and change. Here are the main ones, paraphrased:
1. Technological Advances
New technologies force change—organizations must update tools, processes, or systems to stay competitive.
2. Competition
As competitors improve or new competitors enter, an organization must innovate to keep up, differentiate, or lead.
3. Customer Demands & Expectations
Customers expect better, faster, more customized products/services. Organizations change to meet these demands.
4. Globalization & Environmental Complexity
Operating across borders, dealing with different markets and regulatory environments, facing global supply chains – all of this makes the environment more complex and pushes change.
5. Internal Pressures
This includes changes in workforce (skills, expectations), inefficiencies, or the need to improve organizational structure or culture.
6. Regulatory & Social Forces
Laws, policies, social values (like sustainability or corporate responsibility) force organizations to adapt. Also, professional norms—what experts in the field consider best practice—drive change.
7. Need for Innovation Strategy / Internal Creativity
Daft argues that just recognizing forces isn’t enough: organizations must have the capacity for exploration (generating ideas), cooperation (across units or with external partners), and entrepreneurship (pushing ideas through). Also structures that allow for both creative freedom and reliable implementation are important.

(2) According to Richard Daft, the three core innovation strategies for changing products and technologies are:
1. Exploration:
Focuses on creativity, experimentation, risk-taking, and developing new ideas or breakthrough innovations. Often used in R&D departments or innovation labs.
2. Cooperation:
Involves creating partnerships and alliances both internally (e.g., across departments) and externally (e.g., with other companies, universities, or suppliers) to share knowledge and foster innovation.
3. Entrepreneurship:
Encourages an internal environment that supports innovation through championing new ideas, empowering employees, and providing the resources needed to turn innovations into actual products or services.

(3) Each of these elements plays a crucial role in promoting innovation:
* Creativity:
The foundation of innovation; it generates novel ideas and problem-solving approaches.
* Idea Incubators:
Safe environments within organizations where employees can develop and test ideas without the pressure of daily operations.
* Horizontal Linkages:
Encourage communication and collaboration across departments, which is critical for combining diverse knowledge and speeding up innovation.
* Open Innovation:
The practice of leveraging external ideas and technologies, and sharing internal knowledge with partners, customers, or research institutions to enhance innovation.
* Idea Champions:
Passionate individuals who actively promote new ideas, secure resources, and overcome resistance to bring innovations to life.
* New-Venture Teams:
Separate units within an organization assigned to develop a new product or service — often treated like startups inside the company, with freedom and resources to innovate.

(4) Organizational change cannot succeed without addressing people and culture because:
* People implement change: Employees must understand, accept, and adopt new behaviors or systems.
* Culture supports or resists change: If the organizational culture is flexible and open, change is more easily accepted. If it's rigid or resistant, change initiatives are likely to fail.
* Leadership and communication are essential to align people with the vision for change and reduce uncertainty.
* Empowerment and involvement increase commitment and reduce resistance.

(5) • Organization Development (OD):
A planned, systematic process aimed at improving an organization's effectiveness and health through interventions in its processes, structures, and culture — often involving employee participation and feedback.
* Large Group Interventions:
Change processes that involve bringing together a large number of stakeholders (employees, managers, customers, etc.) to create a shared vision and plan for the future. Examples include:
* Future Search
* Open Space Technology
* World Café
These interventions promote broad engagement, accelerate alignment, and increase commitment to organizational change.

1. Organizational change is simply when a company shifts the way it works,its strategy, structure, processes, or culture to stay effective in a changing world.
What drives it today? A mix of powerful forces new technologies like AI, global competition, customer demands for faster and better services, shifting workforce expectations, stricter regulations, and of course, economic and political uncertainty. In short: if you’re not changing, you’re falling behind.
2.-exploration it means creating entirely new product/technology,often through RD(riset&develpotment)
-Cooperation it means teaming up with partners, universities, or even competitors to co-innovate.
-Entrepreneurship means that encouraging employees to act like entrepreneurs inside the company what we call intrapreneurship.
3.inovation doesn’t happen suddenly it happens support by a system
-creativity
-Idea incubators
-Horizontal linkages
-Open innovation
-Idea champions
-Newventure teams
4. Because organizations don’t really change—people do. You can buy new technology or write new strategies, but if people don’t adopt new behaviors, nothing actually changes. And culturethe shared values and normseither accelerates or blocks that process. If a culture punishes risk-taking, forget about innovation.
5. Define organization development (OD) and large group interventions
-Organization Development (OD): Defined by Beckhard (1969) as “a planned, organization-wide effort, managed from the top, to increase organizational effectiveness through planned interventions in processes using behavioral science knowledge.”
-Typical OD activities: team building, leadership development, feedback systems.
-Large Group Interventions: Methods like Future Search or Appreciative Inquiry Summits that involve 100–1000 stakeholders in shaping strategy and solutions.
-Empirical evidence: A meta-analysis by Bushe & Marshak (2015) found that large group interventions increased stakeholder buy-in and reduced resistance significantly compared to top-down change.

Npm 2511031143
1. Adoption of a new idea or behavior by an organization
2. There are 3 innovation strategies which are exploration, cooperation, and entrepreneurship
3. Creativity is really important because without creativity we couldn't invent a product that is out of box and idea incubator helps organize business,
4. Some people have a hard time accepting technology change because of culture thats why culture can prevent progress
5. Od is a strategic to push company to become more effective and efficient, a participative, large-scale method used in organization development and community planning to engage representatives of a whole system such as an entire organization or community to collaborate and make decisions about important issues and future change

Name : Rhesa Mahardika Jaya
NPM : 2511031059
Department : S1 Accounting

1. Organizational change is the process by companies to adapt their structures, strategies, processes, or culture to respond to internal and external factors.
The forces are:
-Technologi
-Globalization
-Regulation
-Economic Fluctuation

2. Exploration
Developing breakthrough products or processes

Cooperation
leveraging partnerships, alliances, and cross-functional collaboration to innovate.

Entrepreneurship
fostering internal ventures, risk-taking, and new business creation within the organization.

3. Creativity
the starting point of innovation; generates novel and useful ideas.

Idea incubators
Safe spaces where employees can develop and test ideas without bureaucratic barriers.

Horizontal linkages
Encourage communication across departments, reducing silos and speeding up innovation.

Open innovation
brings in external knowledge, technology, and collaboration

Idea champions
passionate individuals who promote and push new ideas through resistance.

New-venture teams
small, autonomous groups dedicated to turning new ideas into viable business projects.

4. Technology and structures alone cannot drive transformation. A company’s culture shapes attitudes, behaviors, and openness to change. Resistance from employees can block progress if they feel excluded, threatened, or unsupported.

5. Organization Development (OD)
A planned, systematic process to improve organizational effectiveness and employee well-being through behavioral science knowledge.

Large Group Interventions:
methods that bring together diverse stakeholders (employees, customers, suppliers) in a large setting to discuss problems, build consensus, and create shared solutions.

1. Organizational change is defined as the adoption of a new idea or behavior by an organization
The forces driving innovation ;
In
today's organizations, innovation (the
introduction of new ideas, products
processes, or technologies) and broader
change are driven by a combination of external
and internal forces.

2. Managers implement innovation strategies to adapt products (what the organization offers) and technologies (how it's produced or delivered). A common framework identifies three key strategies, often drawn from organizational innovation theory (e.g., as in Richard Daft's management models).
- Incremental Innovation Strategy
- Modular Innovation Strategy
- Architectural (or Radical) Innovation Strategy

3. Creativity: This is the generation of
original ideas and novel solutions to
problems. Its value lies in providing the
raw material for innovation--without
creativity, organizations stagnate. It
encourages divergent thinking, leading to
breakthroughs like new product features
or process efficiencies. Managers value it
by creating environments that reward risk-
taking and diverse perspectives, boosting
overall adaptability


◦ Idea Incubators: These are dedicated
spaces or programs (physical or virtual)
that shelter promising ideas from
bureaucratic hurdles, providing resources
like funding, mentoring, and time for
development. Their value is in reducing
failure risk for early-stage concepts
Horizontal Linkages: These refer to cross-
functional collaborations across
departments (e.g., R&D with marketing or
operations). Their value is in breaking
silos, integrating diverse expertise, and
accelerating idea flow, which prevents
narrow thinking and ensures innovations
are practical and market-aligned. This
linkage enhances speed and quality, as
seen in agile teams at companies like
Spotify.


◦ Open Innovation: This strategy involves
sourcing ideas from external ecosystems
(e.g., customers, suppliers, universities, or
crowdsourcing platforms) rather than
relying solely on internal R&D. Its value Its value is
in expanding the idea pool, reducing
costs, and tapping global talent, making
innovation faster and more diverse,
Procter & Gamble's "Connect + Develop"
model exemplifies this, crowdsourcing
50% of its innovations externally


Idea Champions: These are passionate
individuals (often middle managers or
employees) who advocate for specific
ideas, navigating organizational politics
and securing resources. Their value is in
overcoming resistance, building


momentum, and bridging the gap between
conception and implementation.


Champions like Steve Jobs at Apple
turned visionary ideas into industry
standards through relentless promotion
New-Venture Teams: These are small, autonomous cross-functional teams tasked with developing and launching new products or ventures, often operating like startups within the organization. Their value is in providing focused energy, rapid prototyping, and accountability, which speeds up innovation cycles and reduces large-scale risks. Examples include 3M's teams that birthed Post-it Notes.

4. Changes in people (skills, attitudes, behaviors) and culture (shared values, norms, and beliefs) are foundational to any organizational change process because they directly influence how change is adopted and sustained. While structural or technological changes (e.g., new software) are tangible, people and culture determine their effectiveness—without buy-in, even the best plans fail.

5. Organization Development (OD): OD is a
planned, systematic, and ongoing process of
diagnosing, intervening in, and evaluating
organizational systems to improve


effectiveness, health, and adaptability. It
focuses on behavioral science principles to
enhance culture, processes, and human
dynamics, often using action research (data
collection, feedback, and joint problem-
solving). Key goals include improving
interpersonal relationships, problem-solving
adaptability to change, and alignment between
strategy and execution. OD interventions might
include team-building workshops, leadership
coaching, or process consultations. It's
practitioner-led (e.g., by OD consultants) and
emphasizes employee involvement for
sustainable results

1. Organizational change is an adoption of new idea and a behavior by an organization to break the new innovation that lead to succesfull part. Because there's a lot a bad circumstance happening in the market, so organization is must change and make a new innovation.
2. There's three strategies that managers can apply to find a new innovation, the first one is exploration, the second one is cooperation, and the last is enterpreneurship.
3. With the creativity and the horizontal linkage, we Will know what we must do to find an innovation and make the teamwork inside organization is working nicefully. And an idea champion is the one person that have a new idea for the innovation, meanwhile new venture team is the small team that Will work to make a major innovation
4. With a good culture in the organization, it Will make the process of the innovation to be more succesfull and the enterpreneurship Will get more excited to make new idea.
5.Organization Development (OD) is a planned effort to improve an organization’s effectiveness, health, and adaptability through changes in culture, processes, and structures, focusing on people and long-term growth.

Large Group Interventions (LGIs) are OD methods that involve bringing many stakeholders together at once to create shared understanding, make decisions, and drive large-scale change (e.g., Future Search, Open Space, Appreciative Inquiry).

Name : Aditya eka rahmadani
2511011081
Management Department
1. Organizational change is the process of altering an organization’s structures, processes, strategies, or culture to adapt to internal and external demands and improve overall effectiveness.Forces driving innovation include:Technological advances that,Market competition,Globalization,Social, demographic, and regulatory changes ,and Organizational culture
2. A. Exploration
Focuses on generating new ideas, experimenting, and encouraging creativity to develop breakthrough products or technologies.

B. Cooperation
Involves collaboration among departments, suppliers, customers, and external partners to share knowledge and speed up innovation.

C. Innovation Roles
Assigns specific individuals or teams (such as idea champions or new venture teams) to take responsibility for driving and implementing innovative projects.
3. A. Creativity
Creativity is the ability to generate original and useful ideas. It is the foundation of innovation because new products, services, and solutions begin with creative thinking.

B. Idea Incubators
Idea incubators provide a safe environment within the organization where employees can develop and refine new ideas without immediate pressure from routine operations.

C. Horizontal Linkages
Horizontal linkages encourage collaboration and communication across different departments or units, allowing faster sharing of knowledge and smoother coordination for innovative projects.

D. Open Innovation
Open innovation involves seeking and integrating ideas from external sources—such as customers, universities, or startups—to complement internal research and speed up innovation.

E. Idea Champions
Idea champions are individuals who passionately support, promote, and drive an innovative idea through resistance until it gains acceptance and is implemented.

F. New-Venture Teams
New-venture teams are specialized groups formed to focus on developing and launching new products or technologies, ensuring dedicated resources and expertise for innovation efforts.
4. Changes in people and culture are critical because they determine how employees think, behave, and respond to any transformation within an organization. Even if new strategies, technologies, or structures are introduced, change will not succeed unless the people involved are willing and able to adapt.
5.Organization Development (OD) is a planned, systematic process aimed at improving an organization’s effectiveness, health, and ability to adapt to change. It focuses on enhancing the organization’s culture, structure, processes, and employee relationships through interventions such as training, team-building, and leadership development. OD emphasizes participation, open communication, and long-term improvement rather than quick, short-term fixes.

Large Group Interventions are OD techniques that bring together a wide range of stakeholders—such as employees, managers, customers, and sometimes even suppliers—in one large meeting or workshop. The goal is to discuss issues, share perspectives, and collaboratively design solutions or strategies for change. These interventions encourage broad participation, improve understanding among different groups, and build commitment to organizational change by involving everyone in the decision-making process.

1. - Organizational Change: A manager's focus on introducing new products/technologies and changing people/culture.
- ​Driving Forces (External): Market pressure (e.g., price cuts), government laws, and the shift to the creativity economy.
- ​Driving Forces (Internal): Management's push for efficiency and the need for constant innovation (new products, skills).

2. Managers use these three strategies to change products and technologies:
- ​Exploration: Encouraging creativity and new ideas.
- ​Cooperation: Using internal/external coordination and sharing (e.g., open innovation).
- ​Entrepreneurship: Ensuring new ideas are implemented (e.g., using idea champions)

3.- Creativity: The generation of novel ideas.
- ​Idea Incubators: A safe place to develop employee ideas away from bureaucracy.
- ​Horizontal Linkages: Teamwork and information sharing across departments for faster innovation.
- ​Open Innovation: Finding and using ideas from outside the organization's boundaries.
- ​Idea Champions: People who support a new idea and fight for its resources.
- ​New-Venture Teams: A separate unit set up to quickly develop a major new innovation.

4. These changes are critical because they address the hardest part of change: shifting the employees' fundamental mind-set and the organization's culture.

5. - Organization Development (OD): A planned process that uses behavioral science to improve the organization's effectiveness and employee well-being.
- ​Large Group Interventions: An OD technique that gathers hundreds of people (employees and stakeholders) to plan a radical, organization-wide cultural transformation.

Naquita Ignasia Putri D.

Management  
NPM 2511011142

1. Organizational change is a process where an organization changes or alters their strategies or methods to adapt and improve their performances. The forces that driving the innovations and changes are technologies, globalizations, pressures and environtment.

2. Some strategies that managers use for changing products and technologies are the explorations strategies, cooperations strategies and entrepreneurship strategies

3. Creativity: the foundation of all innovation. It involves thinking differently, making unexpected connections, and challenging assumptions to produce original solutions. Idea incubators: organizational units or programs that provide resources, support, and protected space for nurturing early-stage ideas until they're ready for full-scale development or commercialization. Open innovations: practice of sourcing ideas, technologies, and solutions from external sources (customers, suppliers, universities, competitors, startups) while also sharing internal innovations with the outside world, rather than relying solely on internal R&D. Horizontal linkages: communication and coordination mechanisms that connect different departments, functions, and units at similar hierarchical levels, facilitating cross-functional collaboration and information sharing. Idea champions: passionate individuals who take personal responsibility for promoting and advocating for an innovation, fighting for resources, overcoming resistance, and persevering through obstacles until the idea succeeds or is definitively proven unworkable. New ventures: dedicated, autonomous groups established to develop and launch major innovations or new businesses.

4. People need to implements all changes and sustainibility for their competitive advantages

5. Organization Development is a planned, systematic process of organizational change based on behavioral science research and theory. Large Group Interventions are OD methods that bring together large numbers of organizational stakeholders.

Name: Gaby The
NPM: 2511031144
Accounting
1. Is an adoption of a new idea or a new way of thinking and behaviour that an organization have. And there's external and internal forces that drive the change. Such as regulations for external and system for internal

2. The three innovation strategies
A. Exploration focused on creativity
B. Cooperation providing material
C . Entrepreneurship

4. Change in people and culture is important such as change in people could be in individual and change in culture change the whole idea of the organization that effect the way the organization works and needs to system

5. OD is a strategies or a systematic way to help changes in an organization

3. Idea Incubator Is a place to develop the idea.
Horizontal linkage is an adaption to a new idea in the changes of the organization
Open innovation is a way to bring a new idea that adapt to the changing of the world.
Idea champions is a person who sees the need for change in an organization
New venture team is another team that focused on developement

My name is Muhammad Revi Rayhan from department of economic development my id is 2511021132

1. For organizational change refers to structure change following new era. Forces that encourage innovation for change is the technology is getting more vast and advanced. It require metode to adapt
2. First is product innovation for the product to be more appealing for customer, second is process innovation, and last is business innovation

3. Value of innovation elements!

- Creativity: Generates new ideas
- Idea incubators: Support idea development
- Horizontal linkages: Facilitate collaboration
- Open innovation: Leverages external ideas
- Idea champions: Promote new ideas
- New-venture teams: Develop new initiatives

4. Importance of people and culture in change!

Changes in people and culture are critical for adapting to new processes, fostering innovation, and driving employee engagement.

5. OD and large group interventions!

- Organization Development (OD): Planned effort to improve effectiveness through cultural, structural, and process changes.
- Large Group Interventions: Techniques to bring stakeholders together to address complex issues and drive change.