This case highlights the long-term effects of major technological changes on a manufacturing organisation and on the motivation and innovative potential of its employees. The case describes a 'lean' facility, which emphasises Science and Technology-driven (STI) innovations, as opposed to Doing-Using-Interacting (DUI) innovations. The company has had to adapt to the digitalisation revolution that occurred in the manufacturing sector; employee motivation and DUI innovation have suffered as a result. This manufacturing facility has become a lean technocratic, top-down formalised manner, and must learn how to decentralise problem-solving and some decision-making to become an innovative workplace. This can only be achieved by freeing the innovative capacity of its employees.

Additional Metadata
Keywords Aerospace manufacture, innovation, lean, digitalisation, employees
Persistent URL hdl.handle.net/1765/120799
Series RSM Case Development Centre
Note

Based on field research; 14 pages.
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Citation
Kleinsmith, N, Koene, B.A.S, & Gautie, J. (2018). Planespace: Liberating Employee Innovative Capacity. RSM Case Development Centre. Retrieved from http://hdl.handle.net/1765/120799