Create Competitive Advantage with Innovation (Collection)

Create Competitive Advantage with Innovation (Collection)

by Michael Lord, Donald deBethizy, Jeffrey Wager, Inder Sidhu, Alpheus Bingham, Dwayne Spradlin, Luke Williams
Released December 2011
Publisher(s): Pearson
ISBN: 9780132935623

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Book description

Four books bring together breakthrough insights and strategies for maximizing the business value of innovation – now, and for years to come

Four remarkable books help executive decision-makers and strategists overcome the stubborn obstacles to business innovation, and implement innovation strategies that really work. In Innovation that Fits: Moving Beyond the Fads to Choose the RIGHT Innovation Strategy for Your Business, three leading experts on commercializing innovation systematically teach the lessons of 250+ corporate innovation programs, defining a focused, integrated model for innovation that’s more well-grounded, more durable, and far more effective. Drawing on the failures of many innovation initiatives, they reveal the right time to use each approach, how to account for contingencies and risks, and how to focus on the core innovation challenges that matter most. In Doing Both: Capturing Today's Profit and Driving Tomorrow's Growth, Cisco Senior VP Inder Sidhu presents the “doing both” strategy that has helped Cisco double revenue, triple profits, and quadruple EPS through the most unstable global business environment in generations. Sidhu shows how to focus on innovation and core businesses; discipline and flexibility; customers and partners. You’ll learn how to avoid false choices, reduced expectations, and weak compromises—and find ways to make each option mutually reinforce the other. In The Open Innovation Marketplace, Alpheus Bingham and Dwayne Spradlin introduce groundbreaking strategies for leveraging a world of innovators to develop breakthrough products faster, with lower cost and risk. Drawing on their experience pioneering the InnoCentive open innovation platform, they show how to dramatically increase the flow of high-value innovations you can discover—and deliver. Disrupt introduces a complete five-step program for identifying disruptive business opportunities—and successfully executing on them! frog design’s Luke Williams combines the design industry’s most powerful creativity techniques with true business implementation discipline. Using case studies, you’ll walk through defining and brainstorming ideas, crafting coherent solutions, getting buy-in, and more.

From world-renowned leaders in business-focused innovation, includingMichael Lord, Donald deBethizy, Jeffrey Wager, Inder Sidhu, Alpheus Bingham, Dwayne Spradlin, and Luke Williams

Table of contents

  1. Title Page
  2. Contents
  3. Innovation That Fits: Moving Beyond the Fads to Choose the RIGHT Innovation Strategy for Your Business
    1. Copyright
    2. Dedication
    3. Table of Contents
    4. Acknowledgments
    5. About the Authors
    6. Chapter 1. Making Sense of Innovation Fads and Fashions
      1. Innovation Excitement, Then Disillusionment
      2. Reconsidering Innovations in Innovation
      3. Bringing Silicon Valley Inside
      4. Spinnovation
      5. Virtual Reality: Patenting, IP, and "Asset-Lite"
      6. Shared Creation
      7. If You Can't Build It, Buy It
      8. Mixed Results: What Exactly Is It?
      9. The Allure of Innovations in Innovation
      10. Background and Overview
    7. Chapter 2. Corporate Venturing: Best of Both Worlds or Venturing Too Far?
      1. Breaking the Old Molds
      2. The Disappointing Record of Corporate Ventures
      3. The Consummate Corporate Venture Capitalist
      4. Core Problems with Corporate Venturing
      5. Can You Be Too Free?
      6. Diverging Approaches Toward Cars of the Future
      7. An Established Operating Company Is Not a VC Portfolio
      8. More Mature CVC Approaches
      9. The Need for Core Venturing
    8. Chapter 3. The Virtual Asset-Lite Model: Intellectual Property Licensing
      1. The Old Economy: Real Companies, Real Products
      2. Intellectual Property Rules
      3. IBM = IPM (Intellectual Property Management)
      4. The "Knowing" and "Doing" Connection
      5. The Secret of Life (Patent Pending) Itself
      6. If You're So Smart, Why Aren't You Rich?
      7. Limitations of the IP-Centric Model
      8. Size Matters: Scaling Intellectual Property
      9. IP as a Beginning, Not the End
      10. Turning Licensing Inside-Out
      11. The Ins and Outs of In-Licensing
      12. The Ambiguity of Intangibles
      13. In-Licensing: Hollowing Out the Core?
      14. Bottom Line: How Real Is the IP Revolution?
      15. The Future of Innovation as IP Licensing
    9. Chapter 4. Innovation by Alliance: Reconsidering Innovation Collaboration
      1. The Perils of Partnering
      2. Collaborating to Compete
      3. Consortium Dysfunctions
      4. The Attraction of Open Innovation Collaboration
      5. The Elusive Symbiosis of Innovation Alliances
      6. Joint Venturing Lessons Learned
      7. Toward More Focused Innovation Alliances
      8. Pursuing Direct, Active, Engaged Partnerships
      9. Avoiding Joint Problems
    10. Chapter 5. R&D by M&A: Innovation by Acquisition
      1. Why the Acquisition Boom?
      2. Cisco the Serial Acquirer
      3. Changing R&D Paradigms
      4. Need for Speed, Technology, and Talent
      5. The Deal-Making Denouement
      6. Hangover from an R&D M&A Binge
      7. Talented Competition: Palm Versus Handspring
      8. Buying Innovation Still Can Be a Good Deal
      9. A Durable Part of a Core Innovation Strategy
      10. Limits of Innovation by Acquisition
    11. Chapter 6. Spinnovation: Liberating Value or Spinning Out of Control?
      1. Liberating Innovation?
      2. Spinning Out of Control
      3. Spin.com: How Not to Spin
      4. The Umbilical-Cord Spinout
      5. Navigating a Spinout
      6. Employing Spin Control
      7. A Tale of Online Travel Agents
      8. The Right Spin
    12. Chapter 7. Conclusion: Toward a New Model for Innovation
      1. Core Complexity
      2. Transforming the Core: Internalizing Radical Innovation
      3. Fueling Core Innovation from Inside and Outside
      4. Importance of Portfolio and Process
    13. Endnotes
      1. Chapter 1
      2. Chapter 2
      3. Chapter 3
      4. Chapter 4
      5. Chapter 5
      6. Chapter 6
    14. Index
  4. Doing Both: Captures Today’s Profit and Drives Tomorrow’s Growth
    1. Contents
    2. Acknowledgments
    3. Author’s Note to the Reader
    4. Chapter 1. Doing Both
    5. Chapter 2. New & Improved and The Next Big Thing: Sustaining and Disruptive Innovation
      1. Sustaining Innovation: Prolonging Today’s Profits with Yesterday’s Bold Ideas
      2. Disruptive Innovation: Making New Rules for Tomorrow
      3. A New Model for a New Era
      4. External Venturing: Invent Like a Startup, Scale Like a Giant
      5. Internal Venturing: Rebels of the World, Unite
      6. Innovation Syncopation
    6. Chapter 3. Current Accounts and Future Conquests: Existing and New Business Models
      1. Volume Operations: A Business Model for the Consumer Market
      2. Custom-Built: A Business Model for the Video Market
      3. Subscriptions: Monetizing Software Through Services
      4. Software as a Service: A New Way to Engage Customers
      5. Model Behavior
    7. Chapter 4. Tuning and Transforming: Optimization and Reinvention
      1. Waking Up to the New Reality
      2. Picking Up the Pieces
      3. From Tuning to Transforming
      4. From Jeers to Cheers
    8. Chapter 5. Satisfied Customers and Gratified Partners: Direct Touch and Leveraged Influence
      1. Going the Extra Mile
      2. From Volume to Value
      3. New Math for New Markets
      4. Building on Momentum
    9. Chapter 6. The Beaten Path and The Road Less Traveled: Established and Emerging Countries
      1. Boldly Going Where Few Had Succeeded Before
      2. Hitting Bumps in the Increasingly Flat, Digital World
      3. Leveraging the Best the World Has to Offer
      4. Ideas Without Borders
    10. Chapter 7. Doing Things Right and Doing What Matters: Excellence and Relevance
      1. Walk, Then Run: The First Steps on the Road to Relevancy
      2. Collaboration: The Next Revolution
      3. Relevance in Action: One Customer’s Bold Example
    11. Chapter 8. Michael Phelps and The Redeem Team: Superstar Performers and Winning Teams
      1. StadiumVision: When Individual Superstars Dream Big
      2. When Stars Align with Teams
      3. Superstars and Teams: A Gold-Medal Combination
    12. Chapter 9. West Point and Woodstock: Authoritative Leadership and Democratic Decision Making
      1. Cisco, the Early Years: Taking Orders, Following Directions
      2. Power to the People: Inside Cisco’s Councils and Boards
      3. One Cisco, One Page: How Discipline Improved Alignment
      4. What a Difference a Decade Makes
    13. Chapter 10. The Journey Begins
    14. Epilogue
    15. About the Author
    16. Endnotes
      1. Chapter 1
      2. Chapter 2
      3. Chapter 3
      4. Chapter 4
      5. Chapter 5
      6. Chapter 6
      7. Chapter 7
      8. Chapter 8
      9. Chapter 9
    17. Index
    18. Financial Times Press
  5. The Open Innovation Marketplace: Creating Value in the Challenge Driven Enterprise
    1. Dedication
    2. Contents
    3. Foreword
    4. Acknowledgments
    5. About the Authors
    6. Preface
    7. 1. Introduction
      1. Placing Bets
      2. Managing the Innovation Process
      3. Balancing a Portfolio
      4. False Positives Versus False Negatives
      5. Rationalizing Innovation Failure
      6. Portfolio Management and Open Innovation
      7. Meta-Innovation
      8. Prize Philanthropy
      9. Problem Solving Versus Question Asking
    8. Part I. Challenge Driven Innovation: How a Marketplace of Innovation Allows Us to Reframe the Innovation Model, Improve Performance, and Manage Risk
      1. 2. The Future of Value Creation
        1. Overview
        2. Transaction Costs and Vertical Integration
        3. Vertical Disintegration
        4. Globalization and Competition
        5. Lead Users
        6. Open Source Software
        7. Problem Solving in Chat Rooms
        8. Not by Bread Alone: Diverse Utilities
        9. Count What Counts
        10. All of a Sudden
        11. Case Study: How Orchestration Creates Value for Li and Fung
      2. 3. A New Innovation Framework
        1. Overview
        2. Open Innovation’s Unique Potential
        3. A Rational Compromise
        4. Exploring Problem-Solving Diversity
        5. Risk Sharing
        6. Innovation Marketplaces
        7. Historical Stage-Gate Processes
        8. Seven Stages of Challenge Driven Innovation
        9. The Future of Work and the Workplace
        10. Innovation Tasks: Internal and External
        11. Not-for-Profit Organizations
        12. Open Medicines Development: Early Steps
        13. Case Study: How NASA Expanded Its Innovation Framework to Find New Solutions to Old Problems
      3. 4. The Long Tail of Expertise
        1. Overview
        2. Defining and Hiring Experts
        3. The Untapped Potential
        4. Tackling the Long Tail
        5. Diversity, Marginality, and Serendipity
        6. The Tear Gas Connection
        7. Eureka! The Right Question at the Right Time
        8. Case Study: How the Oil Spill Recovery Institute Tapped the Crowd to Be Better Prepared for Arctic Spills
      4. 5. The Selection of Appropriate Innovation Channels
        1. Overview
        2. A Channel Decision-Making Tool
        3. Innovation Channels
        4. Terms Used in Defining Archetypess
        5. Project Module Archetypes
        6. The Challenge Driven Enterprise
        7. Case Study: How Eli Lilly and Company Is Changing from a Closed Company to an Open Network to Provide Medicines for the Twenty-First Century
    9. Part II. The Challenge Driven Enterprise: Virtualizing the Business Model to Drive Innovation, Agility, and Value Creation
      1. 6. The Challenge Driven Enterprise
        1. Overview
        2. What Is a Challenge?
        3. Hallmarks of the Challenge Driven Enterprise
        4. The Real Challenge
        5. Case Study: How Procter & Gamble Is Innovating Through Connect + Develop
      2. 7. Transformation
        1. Overview
        2. Organizational Forms and the Emergence of a New Paradigm
        3. The Challenge Driven Enterprise as Business Strategy
        4. Remaking a Culture
        5. Talent Management 2.0
        6. The Changing Nature of Work
        7. The Role of Senior Leadership Is to Lead
        8. The CEO Conundrum
        9. Make This Your Mission
        10. Case Study: Virtual Software Development: How TopCoder Is Rewriting the Code
      3. 8. The Challenge Driven Enterprise Playbook
        1. Overview
        2. The Playbook
        3. I Board of Directors and C-Level Commitment
        4. II Promote Early Trial and Adoption
        5. III Virtualize the Business Strategy
        6. IV Establish the CEO Mandate
        7. V Create and Empower the CDE Task Force
        8. VI Align and “Ready” the Organization
        9. VII Select Enablers and Enroll Partners
        10. Timelines and the Institutionalization of the CDE
        11. Use the Playbook, Adapt as Needed, and Play to Win
        12. Case Study: How the Prize4Life Foundation Is Crowdsourcing ALS Research
      4. 9. Leadership
        1. Overview
        2. Key Points of the Book
        3. Darwin, Adaptation, and the New Normal
        4. Joseph Campbell and The Hero’s Journey
        5. The CEOs Journey: Five Essential Waypoints
        6. The CEO as the Hero
        7. A Marathon, Not a Sprint
        8. The CDE, Innovation, and Competing in the Twenty-First Century
        9. This Will Be Your Legacy
        10. Case Study: How President Obama’s Open Government Initiative Is Reinventing Government and Changing Culture
    10. Afterword
    11. Endnotes
      1. Foreword
      2. Chapter 1
      3. Chapter 2
      4. Chapter 3
      5. Chapter 4
      6. Chapter 5
      7. Chapter 6
      8. Chapter 7
      9. Chapter 8
      10. Chapter 9
    12. Supplemental Reading
    13. Index
    14. Financial Times Press
  6. Disrupt: Think the Unthinkable to Spark Transformation in Your Business
    1. Contents
    2. Acknowledgments
    3. INTRODUCTION: Disruptive Thinking: The Revolution Is in Full Swing
    4. Part I: The Hypotheses, the Opportunity, and the Ideas
      1. Chapter 1: Crafting a Disruptive Hypothesis: Be Wrong at the Start to Be Right at the End
      2. Chapter 2: Discovering a Disruptive Opportunity: Explore the Least Obvious
      3. Chapter 3: Generating a Disruptive Idea: Unexpected Ideas Have Fewer Competitors
    5. Part II: The Solution and the Pitch
      1. Chapter 4: Shaping a Disruptive Solution: Novelty for Novelty’s Sake Is a Resource Killer
        1. What Do People Really Think? (As Opposed to What They Tell You They’re Thinking)
        2. Prototypes make thinking tangible. They give shape to your ideas. Literally.
      2. Chapter 5: Making a Disruptive Pitch: Under Prepare the Obvious, Over Prepare the Unusual
    6. EPILOGUE: An Instinct for Change: Look Where No One Else Is Looking
    7. Quick Reference Guide: Process Summary
    8. Endnotes
      1. Introduction
      2. Chapter 1
      3. Chapter 2
      4. Chapter 3
      5. Chapter 4
      6. Chapter 5
      7. Epilogue
    9. About the Author
    10. Index
  7. The Global Brain: Your Roadmap for Innovating Faster and Smarter in a Networked World
    1. Contents
    2. Acknowledgments
    3. About the Authors
    4. Foreword
    5. Introduction
      1. How This Book Came About
      2. Who Should Read This Book
      3. How the Book Is Organized
    6. Part I: From Firm-Centric to Network-Centric Innovation
      1. Chapter 1. The Power of Network-Centricity
        1. The Quest for Profitable Growth
        2. An Innovation Crisis?
        3. Overcoming the Crisis: “Looking Outside”
        4. Network-Centricity and Innovation
        5. Challenges in “Looking Outside”
      2. Chapter 2. Understanding Network-Centric Innovation
        1. The Historical and Philosophical Roots of Network-Centric Innovation
        2. Principles of Network-Centric Innovation
        3. The Different “Flavors” of Network-Centric Innovation
        4. Different Networks, Different Approaches, Different Outcomes
        5. Bringing a Method to the Madness
    7. Part II: The Landscape of Network-Centric Innovation
      1. Chapter 3. The Four Models of Network-Centric Innovation
        1. Framing the Landscape of Network-Centric Innovation
        2. Introducing the Four Models of Network-Centric Innovation
        3. From the Plays to the Players
      2. Chapter 4. Innovation Networks: The Players and the Plays
        1. Players in Network-Centric Innovation
        2. Elements of Network Management
        3. Conclusion
    8. Part III: The Four Models of Network-Centric Innovation
      1. Chapter 5. The Orchestra Model
        1. The Orchestra-Integrator Model: The Case of the Boeing 787 Dreamliner
        2. The Orchestra-Platform Model: The Case of Salesforce.com and AppExchange
        3. Critical Elements of the Orchestra-Platform Model
        4. Conclusion
      2. Chapter 6. The Creative Bazaar Model
        1. The “Creative Bazaar” Continuum
        2. Partnering with the Inventor Community: Dial Corporation and the “Partners in Innovation” Initiative
        3. Partnering with Idea Scouts: The Big Idea Group and “Idea Hunts”
        4. Partnering with Innovation Capitalists
        5. Conclusion
      3. Chapter 7. The Jam Central Model
        1. Finding Cures by “Jammin” Together: The Tropical Disease Initiative and The Synaptic Leap
        2. Creating Consumer Experiences by “Jammin” Together: The Second Life
        3. Elements of the Jam Central Model
        4. Joining the Jam Sessions: How Large Companies Can Participate
        5. Conclusion
      4. Chapter 8. The MOD (“MODification”) Station Model
        1. “Modding” in the Computer Gaming Industry
        2. “Modding” The Chip Architecture: The OpenSPARC Initiative
        3. Tying Together the Common Elements of the MOD Station Model
        4. Large Companies and the Role of the Innovation Catalyst
        5. Conclusion
    9. Part IV: Executing Network-Centric Innovation
      1. Chapter 9. Deciding Where and How to Play
        1. Positioning Your Firm in the Innovation Landscape
        2. Participating in the Orchestra Model
        3. Participating in the Creative Bazaar Model
        4. Participating in the Jam Central Model
        5. Participating in the MOD Station Model
        6. Creating a Portfolio of Innovation Roles and Deciding the “Center of Gravity”
        7. Conclusion
      2. Chapter 10. Preparing the Organization
        1. Opening Your Organization’s Mind
        2. Structuring the Organization
        3. Leading and Relating with Partners
        4. Managing Dependencies by Staying Flexible
        5. Processes to Support Network-Centric Innovation
        6. Deploying Tools and Technologies
        7. Measuring “Success”
        8. Conclusion
    10. Part V: Globalization and Network-Centric Innovation
      1. Chapter 11. Globalizing Network-Centric Innovation: The Dragon and the Tiger
        1. The Dragon and the Tiger: Rise of China and India
        2. Emerging Economies and Network-Centric Innovation Opportunities
        3. Global Innovation Networks with “Chindia” as a Hub
        4. Preparing for These Global Opportunities
        5. Conclusion
      2. Chapter 12. Concluding Thoughts and Actions for “Monday” Morning...
        1. Evangelize and “Build the Faith”
        2. “Engage” the Entire Organization
        3. Experiment! Experiment!—Around Value Creation and Value Capture
        4. Look Beyond the Idea—Escaping the Valley of Death!
        5. Manage the Network “Pushes” and “Pulls”
        6. Wear More Than One “Hat”—But, Carefully!
        7. Reallocate (Not Decrease) Your Innovation Dollars!
        8. Don’t Forget to Make Money
        9. Actions for “Monday” Morning
    11. References
      1. Introduction
      2. Chapter One
      3. Chapter Two
      4. Chapter Three
      5. Chapter Four
      6. Chapter Five
      7. Chapter Six
      8. Chapter Seven
      9. Chapter Eight
      10. Chapter Nine
      11. Chapter Ten
      12. Chapter Eleven
      13. Chapter Twelve
    12. Index

Product information

  • Title: Create Competitive Advantage with Innovation (Collection)
  • Author(s): Michael Lord, Donald deBethizy, Jeffrey Wager, Inder Sidhu, Alpheus Bingham, Dwayne Spradlin, Luke Williams
  • Release date: December 2011
  • Publisher(s): Pearson
  • ISBN: 9780132935623