More on Qualitative Analysis

Introduction

In this section we present our research methods and the qualitative analyses and graphs for the case studies.

Source: https://archive.org/details/Breakthrough2180910/page/n193/mode/2up
This work is in the Public Domain.

Research

The underlying research of the Owls Project is a study of the generic factors that play a role in innovation and breakthrough processes. By processes we mean the trajectory in stages from idea to realization. In this research project we seek to determine whether generic factors played a part in the successful execution of these innovation and breakthrough processes, and if so which ones.

We carried out over 26 case studies by descriptive and semi- structured research, and analyzed them with additional qualitative research. Our starting hypothesis was that the assumed generic factors exist and that their role in an innovation and breakthrough can be observed and tested.

The case studies are the result of desk and field research, with the field research carried out in qualitative semi-structured interviews. We carried out an additional qualitative analysis for each study with the aid of software. For these analyses, the theories of Juliet Corbin and the late Anselm Strauss (2008) were used, as well as QI Macros© software (KnowWare International, Inc).

By applying this specific software, it was possible to unambiguously examine large data sets in a short period of time. For this it was important to make use of an open and proper coding of the data.

To ensure that the semi-structured interviews for each case study were carried out with the same qualitative approach, they were guided by a template that focused the interview on the generic factors involved. This template provided a structure for the desk and field research (interviews) with open questions.

Our starting point and hypothesis was to use the elements/stages of a conventional production/implementation process as a metaphor and label them as generic factors. In the first version of the hypothesis, six generic factors related to the process were chosen: idea and vision; innovation and breakthrough; concept; mission and strategy; planning and execution; and the iterative process.

In order to make sure that the correct choices were made, five cases were tested and it turned out that the defined generic factors worked well. In the course of the research, it also became apparent that three additional factors play a frequent role. We call these the enablers: human factors, environmental factors/capabilities, and the window of opportunity. The generic factors were grouped into: the creative phase, the operational phase and the enabling phase.

Analysis: By Software and by Assessment Group

On the basis of open and axial coding the generic factors were enriched with related terms (topics), so that all case studies could be equivalently analyzed by the software. Next, the chapters and complete interview transcripts were inserted and analyzed by the software. To ensure the integrity of the interpretations, three case studies were analyzed on the basis of either the chapter or the interview transcripts.

This comparison showed similar patterns and no significant differences in the results. We could therefore assume that the write-ups of the case studies were faithful representations of the interviews.

The software analysis measured the presence of generic factors (enriched with related key terms) as described in the case studies and interviews. This analysis computes the extent to which the factors are named and discussed, which implies the presence or importance of a given generic factor and the extent to which the organization is aware of this. To compare the different case studies, the software examined the extent to which a given generic factor, including the related key terms, occurs in each case study per 1,000 words. The number of words that were counted was translated into a percentage, in which 5 words or more were translated to the maximum of 100 percent.

This analysis uses the software of QI Macros© to measure the presence of each generic factor, including the topics derived from them, without assessing its impact on the innovation or breakthrough process.

This analysis can be seen as qualitative analysis techniques that involve a strong use of quantitative analysis approaches such as word count and intrasample statistical analysis.

The advantage of this is that all case studies are analyzed in the same way and are comparable, regardless of the length of the chapters and transcripts. The extent of the impact of each factor, however, is not fully demonstrated in this way. The software analysis supplements a human qualitative analysis by an analysis group who analyzed the case studies with understanding of their full context.

An assessment group of five members analyzed the cases for the extent to which the generic factors have influenced the innovation and breakthrough process (impact). This analysis reflects the averaged analysis from the members of the assessment group. In principle, this was a subjective interpretation: each member indicated the extent of influence that each generic factor had in each innovation and breakthrough process case study by entering a number on a scale from 1 to 5.

All scores are translated to a percentage where the maximum score of 5 is considered as a percentage of 100 percent. The different analyzes were compared and discussed and the members strove to arrive at a shared analysis.

The results of the software analysis and the final valuation of the assessment group are translated to a graphical model in which these results are represented separately.

These two different research methods have produced two separate data sets, which in turn can be compared. In this graphical comparison between the software analysis and the assessment group, we can observe some correlations in the patterns of the generic factors, which imply their importance or influence in the innovation and breakthrough process.

The results of both the research and the analysis of the data are verifiable. All data has been stored and analyzes have been carried out unambiguously, and can be made available for review to anyone interested.

The project does not aim to determine absolute truths, but to provide information on and insights into the development of innovation and breakthrough processes in which the defined generic factors have played a part. The generic factors we chose to focus on are not meant to be exhaustive, but they emerge from a process-centric analysis of innovations and breakthroughs.

These analyzes offer some universal insights into the role that the generic factors played in each process, without prejudice. The aim of this project is to stimulate further discussion around innovation and breakthrough processes and to make organizations aware of their importance so they can use this to their benefit.

Graphical Model

For the graphical representation of the results we made use of a model. In the model we placed the generic factors on the horizontal axis, and on the vertical axis the extent to which each generic factor played a role in the innovation and breakthrough process. Both the software analysis and the analysis by the assessment group are overlaid on the same scale, so that they can easily be compared.

Explanation Figure 1

The analysis of the case studies reflects the values of the generic factors, both the awareness analysis and the impact analysis.

The purple diamonds reflect the awareness analysis. To compare the different case studies, the software examined the extent to which a given generic factor, including the related key terms, occurs in each case study per 1.000 words. The number of words that were counted was translated into a percentage, in which 5 words or more were translated to the maximum of 100%.

The green diamonds reflect the impact analysis and indicate the extent of influence that each generic factor had in each innovation and breakthrough process in the case study by entering a number on a scale from 1 to 5. All scores are translated to a percentage where the maximum score of 5 is considered as a percentage of 100%.

Figure 2: The core of the owls breakthrough model: linking the generic factors and process. Translating what we want into how we can do it.

The Owls Breakthrough Definition Concept©

• integrated comprehensive model of aims and capabilities in a particular context to achieve the final target; it includes the whole set of goals and sub-goals
• is the basis for the masterplan for realization
• the concept is realizing the abstract
• the concept is the transition of theory towards execution

Chapter 1 The GLF. Sharing Global Leadership Experience

The GLF is a unique example of turning a global network into a pragmatic and useful organization, and a very good example of how to make a vision a reality. It benefits from strong, charismatic leadership, and is an example of successful process innovation. The result is a lean organization and operational efficiency. It is a low-key organization, working largely behind the scenes, which means a big challenge for "silent marketing".

The important factors are vision, strong leadership [human factor], trust [human behavior and environmental factor], concept, mission, planning, and execution.

*Note: the concept is intrinsically present in the minds of GLF management which acts accordingly, but does not translate into rationalization of the awareness analysis as a result of the mismatch between the usual vocabulary of the management and the defined topic-list for the generic factor Concept. However, the concept is strongly recognised by the assessment group as an important generic factor in this case study.

Chapter 2 The Circular Economy

This is a challenging new vision, a new concept with new plans and strategies, and the need to make it work. It applies the dictum "the circular economy as the new normal", a switch from linear to circular thinking, planning, and execution. It's easy to say, harder to put into practice. The central question is: how are we going to achieve it? It has to be done by effective translation into achievable goals and sub-goals, resulting in proper execution and, above all, a society mindshift.

The double chapter focuses on the important link of entrepreneurship with education. The essential elements are: exchange of knowledge and shift of mindset. The aim: to make it work and create operational effectiveness. There is a need for multi-disciplinary crossover actions, and interchangeable plans between domains.

It needs a strong concept and process to connect and/or steer all the resulting activities. At first glance, the concept is crucial: there is a clear split between vision and implementation which must be bridged. Partners need to be brought together to make coalitions. Nobody can do it on their own.

The important factors are: vision, concept, strategy, planning and execution, iterative process, including precise definitions of goals and sub-goals, the need for strong leadership, and a "can-do" mentality.

Note awareness analysis [combined]: the lower score of "iterative process" in the awareness analysis is mainly caused by the new normal case study.

Chapter 3 Paul Polman: a Vision for Unilever

Unilever's Sustainable Living Plan is an extremely big and challenging project, extreme in terms of ambition as well as scope (impact), affecting billions of people.

It embodies a strong vision linked to strong leadership, combining human drive and motivation (ownership) with a striving for operational excellence. It involves everybody inside the company (ownership) and outside: governments, NGOs, stakeholders, and shareholders (environment). It is a highly complex project in the sense of execution because it also needs a societal "mindshift".

A proper concept is key in which all targets and sub-targets have been identified and defined (see Annex: The Owls Breakthrough Concept) and ownership is transferred to the workfloor and to the field of operations. Its success will lie in the performance of many small actions which, taken together, will make a big difference in the end. This can all be brought together by The Owls Breakthrough Method, finding the mechanism and process to develop a clear vision and a creative and powerful concept, followed by adequate planning and execution.

Key factors are: vision, innovative thinking, clear concept specifying all goals and subgoals, strong planning and execution power, iterative process, strong enabling leadership (human factor), and environmental factors and capabilities.

Note: the slightly lower scores for the generic factors concept and iterative process in the awareness analysis relate to the way in which the software measures specific topics that are intrinsically present but are not mentioned extrinsically. The organization does certainly act according to the results of the impact analysis by the assessment group.

Chapter 4 A Leadership Prescription for Healthcare

An excellent chapter because it makes clear that the challenge is to provide the right leadership in the right place, in the right context for the right reason, which often demands courage.

It describes great leadership, a shared vision, and a shared reality. This is coupled with organizational and operational excellence and high-achieving people. It attracted unanimously high scores.

This case study demonstrates that the authors breathe innovation and create impact.

That does not just show in the vocabulary the organization uses. The Assessment Group, after carefully studying the case, also recognised it. The case study also clearly shows how leaders of organizations can take control of their innovation and breakthrough processes.

Chapter 5 Building the Future of Health

A clear paradigm shift from a "disease-focused" to a "health focused" vision has taken considerable time and effort from its leadership to implement, and this will be continued in the near future, testing the leaders' ability to sustain their achievement. There have been significant successes both for the UMGC and the University of Groningen as a whole. The rapid conversion of key leaders has led to an acknowledgement that the UMCG is now a forerunner in current thinking about healthcare. Seen from a "helicopter" view, UMCG has made a far-reaching extension of its vision about where to go in the near future with a lot of creativity and innovation. The UMCG is aware that its ambition can only be realized by working in partnerships, both nationally and internationally, which it has so far organized effectively. UMGC also recognises that it will be a big challenge to achieve the goals it has set. Their realization has to become part of the everyday agenda, based on a proper concept and master plan worked out in specific goals and sub-goals striving for operational excellence.

The key factors in this case study are vision, innovative concept, mission and strategy, planning, operational output, and leadership

*Note: the generic factor window of opportunity scores lower in the awareness analysis than in the impact analysis. It relates to the way in which the software measures specific topics that are intrinsically present but are not mentioned extrinsically. The organization certainly acts according to the results of the impact analysis, but do not use the specific topics in their vocabulary.

Chapter 6 Van Oord: Dutch Marine Ingenuity

A great example of innovation through entrepreneurship, taking risks and seizing windows of opportunity, to grab opportunities when they occur. The company creates internal pressure to push innovation by accepting complex bids involving big risks. This company is an exceptionally smart operator, demonstrating operational excellence. There are many examples of in-company innovation, in equipment, logistics, and projects. The three-pillar approach (dredging, offshore wind, offshore oil, and gas), a result of strategic vision and policy, is the foundation of the company. The company constantly works on scenario planning to ensure it is well-positioned for the future. Leadership is extremely important. Continued management by the family and a focus on preparing the next generation for this is paramount.

Key human factors are: strong leadership, practical vision, window of opportunity, fostering entrepreneurial drive for innovation and a "can-do" mentality.

* Note: this case study is a typical example of an operational excellence organization that is strong in action. This is, however, not expressed in their daily vocabulary resulting in a lower awareness analysis. The assessment group does recognise the power of operational excellence, which explains the huge difference in the two analyses. The same applies to the concept. Van Oord is a hands-on organization in which strategic plans are implicitly integrated in the operational plans. It has many years of experience and accumulated expertise and clearly demonstrates this in its implementation.

* Note: iterative process scores lower in the awareness than in the impact analysis because of the software measuring specific topics that are intrinsically present but not extrinsically mentioned. The organization certainly acts according to the results of the impact analysis but does not use the specific topics of this generic factor in its vocabulary.

Chapter 7 Jan Peter Balkenende: The Responsible Society

This case is a special one because it reflects the vision of a former Prime Minister who had to deal with innovations in his three governments. His experience was that thinking is one thing, but realisation another; translating thinking into reality is extremely difficult, especially with goals that demand a mindshift in society. One of the key messages is that process innovation needs to be directed from a strong center point, creating the adequate concept, feeding the missions, strategies, and plans to achieve the envisaged impact. Identifying generic factors for that process is the key for success. It also stimulates working with partners and forming coalitions. The key is long-term thinking and planning related to strong leadership.

* Note: the generic factor iterative process is not applicable because a PM and the government he leads are not involved in the operational process.