So far, various innovation processes have been studied in the past, but the work style of organizational members will be more important to continuously drive innovation, rather than the process itself. During the Knowledge Benchmarking Program conducted in 2006, which theme was continuous innovation and organic growth, we compared best practice companies and participating companies of the research and discovered that their largest gap was communication among extraneous employees and the culture to challenge and allow failure. In other words, creating an organization which every member contributes to innovation will lead to a greatest difference in the result that is beyond technological strategies. Through three years of benchmarking program of innovation companies, we have created the social innovation model that aims an organization which every member contributes to innovation. This paper will discuss the case of the pilot project based on this model that aims innovation which was conducted through collaboration with Japanese companies and practical social innovation model which we obtained from this project.
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