| List of Figures |
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ix | |
| Foreword |
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xi | |
| Preface |
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xiii | |
| Acknowledgments |
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xv | |
| Introduction: Why Innovation? |
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xvii | |
| Chapter 1 The Innovation Imperative |
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1 | (12) |
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1.1 Building the Business Case for Innovation |
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1 | (2) |
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3 | (5) |
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4 | (2) |
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6 | (1) |
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Business Model Innovation |
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6 | (2) |
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1.3 Improvement versus Innovation |
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8 | (2) |
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1.4 Types of Organizations |
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10 | (3) |
| Chapter 2 Leading Innovation |
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13 | (8) |
| Chapter 3 An Innovative Vision and Culture |
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21 | (6) |
| Chapter 4 Case Study: Apex Composites |
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27 | (4) |
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29 | (2) |
| Chapter 5 Innovation Strategy |
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31 | (18) |
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5.1 Holistic Approach to Strategic Innovation |
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32 | (5) |
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5.1.1 Multidisciplinary, Beyond the Board Room |
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32 | (1) |
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5.1.2 Innovation As a Manageable Process |
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32 | (1) |
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5.1.3 Both Breakthrough and Incremental, Intentional and Serendipitous |
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33 | (1) |
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5.1.4 Innovation Potential versus Appetite for Risk |
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33 | (4) |
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5.2 Determining the Firm's "Boundaries" |
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37 | (1) |
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5.2.1 Mission/Vision, Now versus Future |
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37 | (1) |
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37 | (1) |
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37 | (1) |
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5.2.4 Competitive Advantages (Existing), Strengths/ Weaknesses |
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38 | (1) |
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5.2.5 Geographic and Geopolitical |
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38 | (1) |
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5.3 Market and Competitive Analysis |
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38 | (3) |
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5.3.1 Porter's Five Forces |
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38 | (2) |
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5.3.2 Competing on Innovation/Features versus Price |
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40 | (1) |
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5.3.3 Signs/Metrics for Strategy Decay in the Forces |
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40 | (1) |
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5.3.4 Constraints on the Firm |
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40 | (1) |
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41 | (1) |
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5.4 Positioning within the Market/Industry |
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41 | (4) |
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5.4.1 Product versus Process Innovation and Product Maturity |
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41 | (2) |
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5.4.2 Consumer and Customer Insight/VOC, Unspoken Needs |
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43 | (1) |
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5.4.3 Threats/Opportunities |
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44 | (1) |
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5.4.4 Industry Foresight/Emerging Trends and Opportunities |
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44 | (1) |
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5.5 Organizational Readiness |
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45 | (4) |
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45 | (1) |
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45 | (1) |
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5.5.3 Strategic Alignment |
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45 | (1) |
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5.5.4 Innovation Roles, Internal/External, Open/Closed Innovation |
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46 | (1) |
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5.5.5 Internal Processes and Disciplined Implementation |
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46 | (3) |
| Chapter 6 Building the Innovative Organization |
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49 | (16) |
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49 | (4) |
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53 | (1) |
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53 | (2) |
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54 | (1) |
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54 | (1) |
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55 | (1) |
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55 | (1) |
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55 | (2) |
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57 | (1) |
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58 | (1) |
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59 | (2) |
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61 | (2) |
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61 | (1) |
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62 | (1) |
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62 | (1) |
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62 | (1) |
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62 | (1) |
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63 | (1) |
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6.9 The Innovation Infrastructure |
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63 | (2) |
| Chapter Case Study: Assessing an Organization's Strategic Innovation Status |
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65 | (12) |
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65 | (4) |
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7.1.1 The Innovation Quadrant |
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65 | (1) |
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7.1.2 The Hothouse (Creativity) Assessment Instrument |
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66 | (1) |
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7.1.3 The Innovation Diagnostic Assessment |
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67 | (2) |
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7.1.4 Framework for Sustainable Innovation |
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69 | (1) |
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7.2 Innovation Diagnostic Assessment Results |
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69 | (5) |
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7.2.1 History of Companies A and B |
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69 | (1) |
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7.2.2 Company A's Innovation Assessment Results |
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70 | (2) |
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7.2.3 Innovation Diagnostic Assessment |
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72 | (2) |
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7.3 Assessment Conclusions |
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74 | (2) |
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7.4 Determining YouK Organization's Strategic Innovation Status |
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76 | (1) |
| Chapter 8 Dream into Action: Execution of the Innovation Strategy |
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77 | (18) |
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8.1 Step One: Find the Opportunity |
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79 | (1) |
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8.2 Step Tivo: Connect the Idea to a Solution |
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80 | (4) |
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8.3 Tipping Point: Selecting the Solution to Develop |
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84 | (2) |
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8.4 Step Three: Make the Solution User-Friendly |
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86 | (3) |
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8.5 Step Four: Get to Market! |
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89 | (2) |
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8.6 The People Who Are Committed to the Innovation Process |
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91 | (4) |
| Chapter 9 Nessis Case Study |
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95 | (4) |
| Chapter 10 Sustainable Innovation |
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99 | (12) |
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10.1 Circumstance Dependent |
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99 | (3) |
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10.2 Maintain the Innovation Culture |
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102 | (2) |
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104 | (2) |
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10.4 Integrate with Strategy |
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106 | (1) |
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107 | (1) |
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10.6 Develop an Innovation Center of Excellence |
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108 | (2) |
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110 | (1) |
| Appendix Innovation Tools |
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111 | (36) |
| Endnotes |
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147 | (4) |
| About the Authors |
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151 | (4) |
| Index |
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155 | |
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