Business of Innovation

Book description

This is a guide to building innovative, creativity-rich organizations through astute and skillful management. Whatever the end goal, this book provides a systematic process for managing focused, usable innovation - without the micro-managing that can stifle creativity. With examples from McDonald's, Toyota, Palm (Pilot), 3M, Sony, Singapore Airlines and others, this model helps managers and executives: nurture an environment of innovation; support market-focused innovation through effective policies; gather expert feedback to properly evaluate innovations; develop and launch innovations successfully; and project future trends and developments.

Table of contents

  1. Cover
  2. Half title
  3. Title
  4. Contents
  5. Preface
  6. Acknowledgments
  7. 1. The Strategic Impetus for Innovation
    1. The Business of Innovation
    2. Three Big Ideas
    3. Innovation Matters
    4. Management Matters
    5. Strategy Is the Key Enabler
    6. The Creative Process: Who Are the Innovators?
    7. A System of Focused Innovation
    8. Alignment and Innovation
    9. Continuous Evolution
  8. Part One: The Business of Innovation
    1. 2. The Miracle of Systems
      1. Systems Thinking
      2. A World of Systems
      3. The Importance of Interrelatedness
      4. Feedback Loops: The Key to Understanding Systems
      5. Related Disciplines
      6. Applying Systems Principles
      7. Developing a Structure for Managing Innovation
    2. 3. A Model for Managing Innovation
      1. Seeing the Challenge Clearly
      2. The Innovation Management Model
      3. Four Different Systems
      4. Clusters of Innovation Activity
      5. Combining the Model with the Clusters
      6. Uses of the Model
      7. The Context for Innovation
    3. 4. Nurturing Innovation
      1. Developing and Nurturing an Environment of Innovation
      2. Management Development
      3. Strategy Development
      4. Employee Development
      5. Necessity versus Opportunity
      6. Creating the Favorable Environment for Innovation
    4. 5. Innovation with A Purpose
      1. Developing the Capacity Needed for Innovation
      2. Strategic Focus Is Always Market Focus
      3. Communicating the Strategy to Employees
      4. Getting and Organizing Information
      5. In Search of Competitive Advantage
      6. When the Target Keeps Moving: The International Space Station Project
    5. 6. Developing the Capacity to Innovate
      1. Strategic vs. Tactical Innovations
      2. Getting the Innovations We Need
      3. Ten Key Areas of Innovation Opportunity
      4. Examining the Key Areas of Innovation Opportunity
      5. Developing Capability within the Innovation Management Model
    6. 7. Crafting the Innovating Organization
      1. What Structure Is Best?
      2. Organizing for an Innovative Future
      3. Recent Developments in Organizational Thinking
      4. Different Types of Organization Structure
      5. A Low-Tech Example of a High-Tech Challenge
      6. Upsetting Traditional Business
      7. A Hierarchy Based on Accountability Horizon
      8. Responsibility Based on Process Activity Clusters
      9. Seeing the Processes Differently
      10. The E-Friendly Organization Structure
      11. Steps in New Organization Design
      12. Revisiting the Innovation Management Model
      13. The Potential of Cost Savings
      14. Conclusion: Rethinking the Fundamental Structure of the Company
  9. Part Two: Supporting Innovation
    1. 8. Innovation and Organizational Policy
      1. The Power of Organizational Policy
      2. What Is Policy?
      3. Sources of Policies
      4. Three Levels of Policy
      5. Supporting the Innovative Environment with Policies
      6. Planning Innovation
      7. Selecting Innovations to Pursue
      8. Funding Innovation
      9. Conclusion: Setting the Policies that Support Innovation
    2. 9. Leveraging Logic
      1. Logic, Critical Thinking, and the Scientific Method
      2. The Scientific Method
      3. Errors in Thinking
      4. Conclusion: Avoid Errors in Thinking to Make Better Decisions
    3. 10. Coping with Serendipity
      1. Studying the Entire Market
      2. Shifting the Balance of Innovation
      3. When Things Unexpectedly Go Right
      4. More Things that Get in the Way
      5. How the System Handles the Unexpected
      6. Several Alternative Ways to Capitalize on Unexpected Innovation
    4. 11. Measuring and Evaluating Innovations
      1. Evaluating the Corporate Innovation Strategy
      2. Evaluating Innovations
      3. A Framework for Evaluating Innovations
      4. Innovations in Evaluation
  10. Part Three: Leading Innovation
    1. 12. Developing and Implementing Market-Focused Innovations
      1. Market-Focused Innovations
      2. From Idea to Launch
      3. Development Projects Are Projects
      4. Getting Ideas from the Market
      5. Designing the Innovation
      6. Teams: The Design Conundrum
      7. Involving External Development Resources
      8. Cost: The Final Frontier
      9. Broadening the Innovation Target Area
      10. Experimentation and Prototyping
      11. Preparing for the Physical Launch
    2. 13. Exploiting Market-Focused Innovations
      1. What Is Exploitation?
      2. What Does It Take to Exploit Success?
    3. 14. Bridging the Gap between the Old and The New Economies
      1. What Business Model?
      2. Organizing for E-Innovation
      3. Outsourcing Innovation
      4. Challenges for Innovative Organizations
      5. Conclusion
    4. 15. Toward the Future
      1. Breaking Paradigms
      2. Understanding the White Space
      3. Service Innovation
      4. Social Innovation
      5. Technological Innovation
      6. Scientific Innovation
      7. Conclusion: Innovation as the Life Force of the Organization
  11. Bibliography
  12. Index
  13. Copyright

Product information

  • Title: Business of Innovation
  • Author(s): Roger Bean, Russell Radford
  • Release date: October 2001
  • Publisher(s): AMACOM
  • ISBN: 9780814413104