book

Create Competitive Advantage with Innovation (Collection)

Name: Create Competitive Advantage with Innovation (Collection)
ISBN: 9780132935623

by Michael Lord, Donald deBethizy, Jeffrey Wager, Inder Sidhu, Alpheus Bingham, Dwayne Spradlin, Luke Williams

December 2011

Intermediate to advanced

968 pages

29h 14m

English

Pearson

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Title Page
Contents
Innovation That Fits: Moving Beyond the Fads to Choose the RIGHT Innovation Strategy for Your Business
Copyright
Dedication
Table of Contents
Acknowledgments
About the Authors
Chapter 1. Making Sense of Innovation Fads and Fashions
Innovation Excitement, Then DisillusionmentReconsidering Innovations in InnovationBringing Silicon Valley InsideSpinnovationVirtual Reality: Patenting, IP, and "Asset-Lite"Shared CreationIf You Can't Build It, Buy ItMixed Results: What Exactly Is It?The Allure of Innovations in InnovationBackground and Overview
Chapter 2. Corporate Venturing: Best of Both Worlds or Venturing Too Far?
Breaking the Old MoldsThe Disappointing Record of Corporate VenturesThe Consummate Corporate Venture CapitalistCore Problems with Corporate VenturingCan You Be Too Free?Diverging Approaches Toward Cars of the FutureAn Established Operating Company Is Not a VC PortfolioMore Mature CVC ApproachesThe Need for Core Venturing

Chapter 3. The Virtual Asset-Lite Model: Intellectual Property Licensing
The Old Economy: Real Companies, Real ProductsIntellectual Property RulesIBM = IPM (Intellectual Property Management)The "Knowing" and "Doing" ConnectionThe Secret of Life (Patent Pending) ItselfIf You're So Smart, Why Aren't You Rich?Limitations of the IP-Centric ModelSize Matters: Scaling Intellectual PropertyIP as a Beginning, Not the EndTurning Licensing Inside-OutThe Ins and Outs of In-LicensingThe Ambiguity of IntangiblesIn-Licensing: Hollowing Out the Core?Bottom Line: How Real Is the IP Revolution?The Future of Innovation as IP Licensing
Chapter 4. Innovation by Alliance: Reconsidering Innovation Collaboration
The Perils of PartneringCollaborating to CompeteConsortium DysfunctionsThe Attraction of Open Innovation CollaborationThe Elusive Symbiosis of Innovation AlliancesJoint Venturing Lessons LearnedToward More Focused Innovation AlliancesPursuing Direct, Active, Engaged PartnershipsAvoiding Joint Problems
Chapter 5. R&D by M&A: Innovation by Acquisition
Why the Acquisition Boom?Cisco the Serial AcquirerChanging R&D ParadigmsNeed for Speed, Technology, and TalentThe Deal-Making DenouementHangover from an R&D M&A BingeTalented Competition: Palm Versus HandspringBuying Innovation Still Can Be a Good DealA Durable Part of a Core Innovation StrategyLimits of Innovation by Acquisition
Chapter 6. Spinnovation: Liberating Value or Spinning Out of Control?
Liberating Innovation?Spinning Out of ControlSpin.com: How Not to SpinThe Umbilical-Cord SpinoutNavigating a SpinoutEmploying Spin ControlA Tale of Online Travel AgentsThe Right Spin
Chapter 7. Conclusion: Toward a New Model for Innovation
Core ComplexityTransforming the Core: Internalizing Radical InnovationFueling Core Innovation from Inside and OutsideImportance of Portfolio and Process
Endnotes
Chapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6
Index
Doing Both: Captures Today’s Profit and Drives Tomorrow’s Growth
Contents
Acknowledgments
Author’s Note to the Reader
Chapter 1. Doing Both
Chapter 2. New & Improved and The Next Big Thing: Sustaining and Disruptive Innovation
Sustaining Innovation: Prolonging Today’s Profits with Yesterday’s Bold IdeasDisruptive Innovation: Making New Rules for TomorrowA New Model for a New EraExternal Venturing: Invent Like a Startup, Scale Like a GiantInternal Venturing: Rebels of the World, UniteInnovation Syncopation
Chapter 3. Current Accounts and Future Conquests: Existing and New Business Models
Volume Operations: A Business Model for the Consumer MarketCustom-Built: A Business Model for the Video MarketSubscriptions: Monetizing Software Through ServicesSoftware as a Service: A New Way to Engage CustomersModel Behavior
Chapter 4. Tuning and Transforming: Optimization and Reinvention
Waking Up to the New RealityPicking Up the PiecesFrom Tuning to TransformingFrom Jeers to Cheers
Chapter 5. Satisfied Customers and Gratified Partners: Direct Touch and Leveraged Influence
Going the Extra MileFrom Volume to ValueNew Math for New MarketsBuilding on Momentum
Chapter 6. The Beaten Path and The Road Less Traveled: Established and Emerging Countries
Boldly Going Where Few Had Succeeded BeforeHitting Bumps in the Increasingly Flat, Digital WorldLeveraging the Best the World Has to OfferIdeas Without Borders
Chapter 7. Doing Things Right and Doing What Matters: Excellence and Relevance
Walk, Then Run: The First Steps on the Road to RelevancyCollaboration: The Next RevolutionRelevance in Action: One Customer’s Bold Example
Chapter 8. Michael Phelps and The Redeem Team: Superstar Performers and Winning Teams
StadiumVision: When Individual Superstars Dream BigWhen Stars Align with TeamsSuperstars and Teams: A Gold-Medal Combination
Chapter 9. West Point and Woodstock: Authoritative Leadership and Democratic Decision Making
Cisco, the Early Years: Taking Orders, Following DirectionsPower to the People: Inside Cisco’s Councils and BoardsOne Cisco, One Page: How Discipline Improved AlignmentWhat a Difference a Decade Makes
Chapter 10. The Journey Begins
Epilogue
About the Author
Endnotes
Chapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9
Index
Financial Times Press
The Open Innovation Marketplace: Creating Value in the Challenge Driven Enterprise
Dedication
Contents
Foreword
Acknowledgments
About the Authors
Preface
1. Introduction
Placing BetsManaging the Innovation ProcessBalancing a PortfolioFalse Positives Versus False NegativesRationalizing Innovation FailurePortfolio Management and Open InnovationMeta-InnovationPrize PhilanthropyProblem Solving Versus Question Asking
Part I. Challenge Driven Innovation: How a Marketplace of Innovation Allows Us to Reframe the Innovation Model, Improve Performance, and Manage Risk
2. The Future of Value Creation
OverviewTransaction Costs and Vertical IntegrationVertical DisintegrationGlobalization and CompetitionLead UsersOpen Source SoftwareProblem Solving in Chat RoomsNot by Bread Alone: Diverse UtilitiesCount What CountsAll of a SuddenCase Study: How Orchestration Creates Value for Li and Fung
3. A New Innovation Framework
OverviewOpen Innovation’s Unique PotentialA Rational CompromiseExploring Problem-Solving DiversityRisk SharingInnovation MarketplacesHistorical Stage-Gate ProcessesSeven Stages of Challenge Driven InnovationThe Future of Work and the WorkplaceInnovation Tasks: Internal and ExternalNot-for-Profit OrganizationsOpen Medicines Development: Early StepsCase Study: How NASA Expanded Its Innovation Framework to Find New Solutions to Old Problems
4. The Long Tail of Expertise
OverviewDefining and Hiring ExpertsThe Untapped PotentialTackling the Long TailDiversity, Marginality, and SerendipityThe Tear Gas ConnectionEureka! The Right Question at the Right TimeCase Study: How the Oil Spill Recovery Institute Tapped the Crowd to Be Better Prepared for Arctic Spills
5. The Selection of Appropriate Innovation Channels
OverviewA Channel Decision-Making ToolInnovation ChannelsTerms Used in Defining ArchetypessProject Module ArchetypesThe Challenge Driven EnterpriseCase Study: How Eli Lilly and Company Is Changing from a Closed Company to an Open Network to Provide Medicines for the Twenty-First Century
Part II. The Challenge Driven Enterprise: Virtualizing the Business Model to Drive Innovation, Agility, and Value Creation
6. The Challenge Driven Enterprise
OverviewWhat Is a Challenge?Hallmarks of the Challenge Driven EnterpriseThe Real ChallengeCase Study: How Procter & Gamble Is Innovating Through Connect + Develop
7. Transformation
OverviewOrganizational Forms and the Emergence of a New ParadigmThe Challenge Driven Enterprise as Business StrategyRemaking a CultureTalent Management 2.0The Changing Nature of WorkThe Role of Senior Leadership Is to LeadThe CEO ConundrumMake This Your MissionCase Study: Virtual Software Development: How TopCoder Is Rewriting the Code
8. The Challenge Driven Enterprise Playbook
OverviewThe PlaybookI Board of Directors and C-Level CommitmentII Promote Early Trial and AdoptionIII Virtualize the Business StrategyIV Establish the CEO MandateV Create and Empower the CDE Task ForceVI Align and “Ready” the OrganizationVII Select Enablers and Enroll PartnersTimelines and the Institutionalization of the CDEUse the Playbook, Adapt as Needed, and Play to WinCase Study: How the Prize4Life Foundation Is Crowdsourcing ALS Research
9. Leadership
OverviewKey Points of the BookDarwin, Adaptation, and the New NormalJoseph Campbell and The Hero’s JourneyThe CEOs Journey: Five Essential WaypointsThe CEO as the HeroA Marathon, Not a SprintThe CDE, Innovation, and Competing in the Twenty-First CenturyThis Will Be Your LegacyCase Study: How President Obama’s Open Government Initiative Is Reinventing Government and Changing Culture
Afterword
Endnotes
ForewordChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9
Supplemental Reading
Index
Financial Times Press
Disrupt: Think the Unthinkable to Spark Transformation in Your Business
Contents
Acknowledgments
INTRODUCTION: Disruptive Thinking: The Revolution Is in Full Swing
Part I: The Hypotheses, the Opportunity, and the Ideas
Chapter 1: Crafting a Disruptive Hypothesis: Be Wrong at the Start to Be Right at the End
Chapter 2: Discovering a Disruptive Opportunity: Explore the Least Obvious
Chapter 3: Generating a Disruptive Idea: Unexpected Ideas Have Fewer Competitors
Part II: The Solution and the Pitch
Chapter 4: Shaping a Disruptive Solution: Novelty for Novelty’s Sake Is a Resource Killer
What Do People Really Think? (As Opposed to What They Tell You They’re Thinking)Prototypes make thinking tangible. They give shape to your ideas. Literally.
Chapter 5: Making a Disruptive Pitch: Under Prepare the Obvious, Over Prepare the Unusual
EPILOGUE: An Instinct for Change: Look Where No One Else Is Looking
Quick Reference Guide: Process Summary
Endnotes
IntroductionChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Epilogue
About the Author
Index
The Global Brain: Your Roadmap for Innovating Faster and Smarter in a Networked World
Contents
Acknowledgments
About the Authors
Foreword
Introduction
How This Book Came AboutWho Should Read This BookHow the Book Is Organized
Part I: From Firm-Centric to Network-Centric Innovation
Chapter 1. The Power of Network-Centricity
The Quest for Profitable GrowthAn Innovation Crisis?Overcoming the Crisis: “Looking Outside”Network-Centricity and InnovationChallenges in “Looking Outside”
Chapter 2. Understanding Network-Centric Innovation
The Historical and Philosophical Roots of Network-Centric InnovationPrinciples of Network-Centric InnovationThe Different “Flavors” of Network-Centric InnovationDifferent Networks, Different Approaches, Different OutcomesBringing a Method to the Madness
Part II: The Landscape of Network-Centric Innovation
Chapter 3. The Four Models of Network-Centric Innovation
Framing the Landscape of Network-Centric InnovationIntroducing the Four Models of Network-Centric InnovationFrom the Plays to the Players
Chapter 4. Innovation Networks: The Players and the Plays
Players in Network-Centric InnovationElements of Network ManagementConclusion
Part III: The Four Models of Network-Centric Innovation
Chapter 5. The Orchestra Model
The Orchestra-Integrator Model: The Case of the Boeing 787 DreamlinerThe Orchestra-Platform Model: The Case of Salesforce.com and AppExchangeCritical Elements of the Orchestra-Platform ModelConclusion
Chapter 6. The Creative Bazaar Model
The “Creative Bazaar” ContinuumPartnering with the Inventor Community: Dial Corporation and the “Partners in Innovation” InitiativePartnering with Idea Scouts: The Big Idea Group and “Idea Hunts”Partnering with Innovation CapitalistsConclusion
Chapter 7. The Jam Central Model
Finding Cures by “Jammin” Together: The Tropical Disease Initiative and The Synaptic LeapCreating Consumer Experiences by “Jammin” Together: The Second LifeElements of the Jam Central ModelJoining the Jam Sessions: How Large Companies Can ParticipateConclusion
Chapter 8. The MOD (“MODification”) Station Model
“Modding” in the Computer Gaming Industry“Modding” The Chip Architecture: The OpenSPARC InitiativeTying Together the Common Elements of the MOD Station ModelLarge Companies and the Role of the Innovation CatalystConclusion
Part IV: Executing Network-Centric Innovation
Chapter 9. Deciding Where and How to Play
Positioning Your Firm in the Innovation LandscapeParticipating in the Orchestra ModelParticipating in the Creative Bazaar ModelParticipating in the Jam Central ModelParticipating in the MOD Station ModelCreating a Portfolio of Innovation Roles and Deciding the “Center of Gravity”Conclusion
Chapter 10. Preparing the Organization
Opening Your Organization’s MindStructuring the OrganizationLeading and Relating with PartnersManaging Dependencies by Staying FlexibleProcesses to Support Network-Centric InnovationDeploying Tools and TechnologiesMeasuring “Success”Conclusion
Part V: Globalization and Network-Centric Innovation
Chapter 11. Globalizing Network-Centric Innovation: The Dragon and the Tiger
The Dragon and the Tiger: Rise of China and IndiaEmerging Economies and Network-Centric Innovation OpportunitiesGlobal Innovation Networks with “Chindia” as a HubPreparing for These Global OpportunitiesConclusion
Chapter 12. Concluding Thoughts and Actions for “Monday” Morning...
Evangelize and “Build the Faith”“Engage” the Entire OrganizationExperiment! Experiment!—Around Value Creation and Value CaptureLook Beyond the Idea—Escaping the Valley of Death!Manage the Network “Pushes” and “Pulls”Wear More Than One “Hat”—But, Carefully!Reallocate (Not Decrease) Your Innovation Dollars!Don’t Forget to Make MoneyActions for “Monday” Morning
References
IntroductionChapter OneChapter TwoChapter ThreeChapter FourChapter FiveChapter SixChapter SevenChapter EightChapter NineChapter TenChapter ElevenChapter Twelve
Index

Content preview from Create Competitive Advantage with Innovation (Collection)

Acknowledgments

About the Authors

Chapter 1. Making Sense of Innovation Fads and Fashions

Innovation Excitement, Then Disillusionment

Reconsidering Innovations in Innovation

Bringing Silicon Valley Inside

Spinnovation

Virtual Reality: Patenting, IP, and "Asset-Lite"

Shared Creation

If You Can't Build It, Buy It

Mixed Results: What Exactly Is It?

The Allure of Innovations in Innovation

Background and Overview

Chapter 2. Corporate Venturing: Best of Both Worlds or Venturing Too Far?

Breaking the Old Molds

The Disappointing Record of Corporate Ventures

The Consummate Corporate Venture Capitalist

Core Problems with Corporate Venturing

Can You Be Too Free?

Diverging Approaches Toward Cars of the Future

An Established Operating ...

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Create Competitive Advantage with Innovation (Collection)

by Michael Lord, Donald deBethizy, Jeffrey Wager, Inder Sidhu, Alpheus Bingham, Dwayne Spradlin, Luke Williams

Table of Contents

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