This 2006 literature review of innovation skills was commissioned from Barbara Tilson by the Observatory on behalf of the Regional Skills Partnership and Innovation and Technology Council.
The report forms one of a number of cross cutting thematic reports. It looks at:
- The components of innovation skills
- Statistical data on innovation investment and performance
- Skills evidence for key priority sectors: manufacturing, automotive, medical and healthcare technologies, construction and ICT
- Further cross cutting skills issues
- Identifies research and intelligence gaps
About the report
What activities and skills are needed for innovation to occur? Innovation does not solely involve investing in research, protecting the associated intellectual capital, developing new products and services, and bringing these to market.
This process involves a comprehensive range of skills related to human resources, technological and performance factors.
Innovation also requires a political, economic and regulatory environment which champions change by encouraging, facilitating and supporting innovative behaviours. This includes entrepreneurship, networking and collaboration, accessing and transferring knowledge, creativity, and ensuring a highly skilled labour pool exists.
It is also vital that all stakeholders possess a clear understanding not only of the components of innovation, but also of their own roles and potential. Realisation is growing of the importance of continuous learning and the diffusion of knowledge which occurs in high performance workplaces.
In such workplaces, 'knowledge workers' act as innovative lynch pins by developing and sharing their ideas and expertise, operating in teams, may be multi-skilled, and coach and mentor others.
So, everyone—from the shopfloor to the boardroom—has the potential to be a knowledge worker. ICT provides a means to share information effectively as well as introducing devolved management.
It is therefore crucial that innovation management skills exist at all levels of an organisation. However, to achieve this, leaders must instill a working climate where innovation thrives, engaging people in working to their optimum, and making organisational changes that enable them to break out of their functional silos.
About the author
Dr. Barbara Tilson is an independent researcher with extensive experience of researching manufacturing supply chains including design, research links, materials, diversification, innovation and technology.