{"id":2259,"date":"2025-09-20T07:13:09","date_gmt":"2025-09-20T07:13:09","guid":{"rendered":"https:\/\/valstybeje.lt\/?p=2259"},"modified":"2025-09-20T07:13:09","modified_gmt":"2025-09-20T07:13:09","slug":"kodel-novatoriskos-idejos-nesugeba-sukelti-ilgalaikio-poveikio","status":"publish","type":"post","link":"https:\/\/valstybeje.lt\/?p=2259","title":{"rendered":"Kod\u0117l novatori\u0161kos id\u0117jos nesugeba sukelti ilgalaikio poveikio"},"content":{"rendered":"<p><\/p>\n<div>\n<div class=\"td-post-featured-image\"><\/div>\n<p>Organizacijoms reikia naujovi\u0173 kaip pagrindinio konkurencinio prana\u0161umo \u0161iandienin\u0117je verslo aplinkoje. Spar\u010diai besikei\u010dian\u010diame pasaulyje prisitaikymas n\u0117ra neprivalomas-jis yra b\u016btinas i\u0161gyvenimui. Daugelis organizacij\u0173 ir toliau veikia pasenusius metodus, kurie leid\u017eia lyderiams priimti visus sprendimus priimti ar atmesti naujas id\u0117jas. Sprendim\u0173 pri\u0117mimo proced\u016br\u0173 praktika apsaugo stabilum\u0105, ta\u010diau neleid\u017eia pasiekti \u0161iuolaikini\u0173 sprendim\u0173, kuri\u0173 reikalauja klientai ir rinkos.<\/p>\n<p>Istorija pateikia tiesioginius \u012frodymus, kaip elgtis toliau. Fotografijos pramon\u0117s lyderis \u201eKodak\u201c atsisak\u0117 priimti skaitmeninius fotoaparatus, nes, jo manymu, \u0161is \u017eingsnis sugadins savo film\u0173 operacijas. Mobili\u0173j\u0173 telefon\u0173 pramon\u0117s lyder\u0117 \u201eNokia\u201c nesugeb\u0117jo prisitaikyti prie i\u0161mani\u0173j\u0173 telefon\u0173 technologij\u0173, d\u0117l kuri\u0173 visi\u0161ko rinkos i\u0161nyko. Abi bendrov\u0117s parodo, kaip tradicini\u0173 organizacini\u0173 sistem\u0173 i\u0161laikymas neleid\u017eia organizacijoms \u017eengti \u012f priek\u012f. O kas, jei, u\u017euot taik\u0119 \u201evienam tinkant\u012f\u201c metod\u0105, jie pritaik\u0117 novatori\u0161kus sprendimus, kad patenkint\u0173 unikalius rinkos poreikius ir vietinius m\u0105stymo b\u016bdus?<\/p>\n<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_82_2 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Turinys:<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/valstybeje.lt\/?p=2259\/#Pokyciu_valdymo_strategija_Lewino_modelio_atsaka_pasiruosimas_pokyciams\" >Poky\u010di\u0173 valdymo strategija: Lewino modelio at\u0161aka: pasiruo\u0161imas poky\u010diams<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/valstybeje.lt\/?p=2259\/#1_zingsnis_atjunkite_%E2%80%93_pasiruoskite_pokyciams\" >1 \u017eingsnis: atjunkite &#8211; pasiruo\u0161kite poky\u010diams<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/valstybeje.lt\/?p=2259\/#2_zingsnis_pakeitimas_ar_judejimas\" >2 \u017eingsnis: pakeitimas ar jud\u0117jimas<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/valstybeje.lt\/?p=2259\/#3_zingsnis_pertvarkykite_%E2%80%93_virkite_naujuoju_normaliu\" >3 \u017eingsnis: pertvarkykite &#8211; virkite naujuoju normaliu<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/valstybeje.lt\/?p=2259\/#Inovaciju_pranasumai\" >Inovacij\u0173 prana\u0161umai<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/valstybeje.lt\/?p=2259\/#Inovaciju_kliutys\" >Inovacij\u0173 kli\u016btys<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/valstybeje.lt\/?p=2259\/#Isvada\" >I\u0161vada<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"Pokyciu_valdymo_strategija_Lewino_modelio_atsaka_pasiruosimas_pokyciams\"><\/span><span style=\"color: #29c5f6;\">Poky\u010di\u0173 valdymo strategija: Lewino modelio at\u0161aka: pasiruo\u0161imas poky\u010diams<\/span><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<h3><span class=\"ez-toc-section\" id=\"1_zingsnis_atjunkite_%E2%80%93_pasiruoskite_pokyciams\"><\/span><strong>1 \u017eingsnis: atjunkite &#8211; pasiruo\u0161kite poky\u010diams<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Inovacij\u0173 kult\u016bros pri\u0117mimas susij\u0119s ne tik su naujomis technologijomis, bet ir apie naujos m\u0105stysenos k\u016brim\u0105 organizacijoje. \u201eLewin Change\u201c modelis (1947) pateikia pagrindin\u0119 sistem\u0105, skirt\u0105 inicijuoti poky\u010dius, pirmiausia nustatant problemas ir tada suprantant jas prie\u0161 kuriant sprendimus.<\/p>\n<p>Lyderiai turi sukurti aplink\u0105, kurioje darbuotojai gal\u0117t\u0173 aptarti naujas technologijas, tuo pa\u010diu atvirai dalijantis organizaciniais i\u0161\u0161\u016bkiais. Svarbu kreiptis \u012f baimes &#8211; darbuotojai turi pamatyti, kad poky\u010diai gali sukelti augim\u0105 ir konkurencin\u012f prana\u0161um\u0105. To pavyzd\u012f galima pamatyti, kai \u201eMicrosoft\u201c pertvark\u0117 savo korporacin\u0119 kult\u016br\u0105 pagal Satya Nadella, pereidama i\u0161 \u201e\u017einomo viso\u201c prie \u201emokykit\u0117s visa\u201c po\u017ei\u016brio, kuris integruotas naujov\u0117mis \u012f \u012fprastas operacijas.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"2_zingsnis_pakeitimas_ar_judejimas\"><\/span><strong>2 \u017eingsnis: pakeitimas ar jud\u0117jimas<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Dabar, kai visi buvo pasireng\u0119, laikas \u012fmonei veikti. Sprendim\u0173 pri\u0117m\u0117jai tur\u0117t\u0173 vadovauti veiksmams; Ta\u010diau visi turi b\u016bti \u012ftraukti. Mokymas ir palaikymas kartu su atviru vadov\u0173 ir darbuotoj\u0173 dialogu tur\u0117t\u0173 b\u016bti lygus.<\/p>\n<p>\u201eNetflix\u201c yra pagrindinis eilut\u0117s pavyzdys. Tai prasid\u0117jo kaip DVD nuomos \u012fmon\u0117, ta\u010diau i\u0161kart \u0117m\u0117si naujos, novatori\u0161kesn\u0117s srautinio perdavimo ir turinio gamybos technologijos. Prie\u0161ingai, \u201eBlockbuster\u201c, dominuojantis \u017eaid\u0117jas i\u0161 kitos pus\u0117s, laik\u0117si senosios nuomos technologijos ir bankroto. Taigi verslo taupymas ir augimas priklauso nuo to, ar tinkamu momentu pereisite nuo naujovi\u0173.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"3_zingsnis_pertvarkykite_%E2%80%93_virkite_naujuoju_normaliu\"><\/span><strong>3 \u017eingsnis: pertvarkykite &#8211; virkite naujuoju normaliu<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Paskutinis \u017eingsnis daro pokyt\u012f nuolatiniu. Naujov\u0117s yra integruotos \u012f kasdien\u0119 praktik\u0105 ir n\u0117ra vienkartinis projektas. \u201eGoogle\u201c poky\u010di\u0173 iniciatyva leido darbuotojams naudoti 20 procent\u0173 savo darbo laiko savo projektams, kurie pad\u0117jo pagrind\u0105 kurti \u201eGmail\u201c ir \u201eGoogle Maps\u201c.<\/p>\n<p>Kitos \u012fmon\u0117s gali t\u0119sti \u0161i\u0105 veikl\u0105, pavyzd\u017eiui, reguliariai susitikti su savo komandomis, nor\u0117damos pasidalyti naujomis id\u0117jomis ir sekti pa\u017eang\u0105, kad b\u016bt\u0173 u\u017etikrinta patobulinimai ir gali atsisakyti sen\u0173 \u012fpro\u010di\u0173.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Inovaciju_pranasumai\"><\/span><span style=\"color: #29c5f6;\">Inovacij\u0173 prana\u0161umai<\/span><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Darbuotojai jau\u010diasi vertinami: pereidami nuo darbo pagrindu pagr\u012fsto darbo iki problem\u0173 sprendimo, darbuotojai \u012fgauna nuosavyb\u0117s ir pasidid\u017eiavimo jausm\u0105. Tai, savo ruo\u017etu, skatina didesn\u012f k\u016brybi\u0161kum\u0105 ir nauj\u0173 id\u0117j\u0173 generavim\u0105.<\/p>\n<p>Stipresn\u0117 konkurencija: novatori\u0161kos \u012fmon\u0117s i\u0161lieka konkurencingos. \u201eApple\u201c yra pavyzdys, kurdamas \u201eiPhone\u201c ir nustatant pasaulinius standartus. \u201eBlackBerry\u201c neatsiliko nuo jutiklinio ekrano telefon\u0173 ir netrukus prarado rink\u0105.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"Inovaciju_kliutys\"><\/span><strong>Inovacij\u0173 kli\u016btys<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>\u012e poky\u010di\u0173 baim\u0117: daugeliui \u017emoni\u0173 patinka tai, k\u0105 jie \u017eino, ir alternatyv\u016bs darbo re\u017eimai susiduria su savo stereotipu.<\/p>\n<p>Kult\u016brin\u0117 ir kart\u0173 atskirtis: \u012evairios kalbos, am\u017eiaus grup\u0117s ir kult\u016brin\u0117s pa\u017ei\u016bros gali kliudyti poky\u010diams.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Isvada\"><\/span><span style=\"color: #29c5f6;\">I\u0161vada<\/span><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Norint patekti \u012f \u012fmon\u0117s kult\u016br\u0105, reikia padaryti kelet\u0105 dalyk\u0173, ta\u010diau tai yra daug daugiau nei \u012frankiai; Tai mintyse. Lewino poky\u010di\u0173 modelis paai\u0161kina, kaip kovoti su pasiprie\u0161inimu norint gauti pri\u0117mim\u0105, tod\u0117l tvarios naujov\u0117s tampa kasdienine tikrove.<\/p>\n<p>Pamokos ai\u0161kios. \u201eNetflix\u201c, \u201eMicrosoft\u201c, \u201eApple\u201c ir \u201eGoogle\u201c yra valios pavyzd\u017eiai, kuriuos reikia pritaikyti ir jud\u0117ti toliau. \u201eKodak\u201c, \u201eNokia\u201c ir \u201eBlockbuster\u201c parodo, kas nutinka, kai \u012fmon\u0117s laikosi sen\u0173 b\u016bd\u0173.<\/p>\n<p>Gal\u0173 gale naujov\u0117s n\u0117ra ka\u017ekas, kas padaryta vien\u0105 kart\u0105. Verslo pertvarka yra dinami\u0161kas, am\u017einas atsiradimas, reikalaujantis, kad \u012fmon\u0117s i\u0161likt\u0173 konkurencingos, adaptyvios ir prie\u0161 ateityje.<\/p>\n<\/p><\/div>\n<p><a href=\"https:\/\/www.europeanbusinessreview.com\/from-ideas-to-impact-why-innovative-ideas-fail-to-take-shape\/\"> Nuoroda \u012f informacijos \u0161altin\u012f <\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Organizacijoms reikia naujovi\u0173 kaip pagrindinio konkurencinio prana\u0161umo \u0161iandienin\u0117je verslo aplinkoje. Spar\u010diai besikei\u010dian\u010diame pasaulyje prisitaikymas n\u0117ra neprivalomas-jis yra b\u016btinas i\u0161gyvenimui. Daugelis organizacij\u0173 ir toliau veikia pasenusius [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":2260,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[200],"tags":[1893,5071,125,5069,5068,3422,5070],"class_list":["post-2259","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-verslas-pasaulyje","tag-idejos","tag-ilgalaikio","tag-kodel","tag-nesugeba","tag-novatoriskos","tag-poveikio","tag-sukelti"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/valstybeje.lt\/index.php?rest_route=\/wp\/v2\/posts\/2259","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/valstybeje.lt\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/valstybeje.lt\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/valstybeje.lt\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/valstybeje.lt\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=2259"}],"version-history":[{"count":0,"href":"https:\/\/valstybeje.lt\/index.php?rest_route=\/wp\/v2\/posts\/2259\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/valstybeje.lt\/index.php?rest_route=\/wp\/v2\/media\/2260"}],"wp:attachment":[{"href":"https:\/\/valstybeje.lt\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=2259"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/valstybeje.lt\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=2259"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/valstybeje.lt\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=2259"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}