The business of innovation : managing the corporate imagination for maximum results / Roger Bean and Russell Radford.

Format:

Book

Author/Creator:

Bean, Roger, 1946-

Contributor:

Radford, Russell W.

Language:

English

Subjects (All):

Knowledge management.

Organizational change.

Intellectual capital.

Physical Description:

1 online resource (311 p.)

Edition:

1st edition

Place of Publication:

New York : AMACOM, c2002.

Language Note:

English

System Details:

text file

Summary:

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.

Contents:

Cover

CONTENTS

PREFACE

ACKNOWLEDGMENTS

1. THE STRATEGIC IMPETUS FOR INNOVATION

The Business of Innovation

Three Big Ideas

Innovation Matters

Management Matters

Strategy Is the Key Enabler

The Creative Process: Who Are the Innovators?

A System of Focused Innovation

Alignment and Innovation

Continuous Evolution

PART ONE: THE BUSINESS OF INNOVATION

2. THE MIRACLE OF SYSTEMS

Systems Thinking

A World of Systems

The Importance of Interrelatedness

Feedback Loops: The Key to Understanding Systems

Related Disciplines

Applying Systems Principles

Developing a Structure for Managing Innovation

3. A MODEL FOR MANAGING INNOVATION

Seeing the Challenge Clearly

The Innovation Management Model

Four Different Systems

Clusters of Innovation Activity

Combining the Model with the Clusters

Uses of the Model

The Context for Innovation

4. NURTURING INNOVATION

Developing and Nurturing an Environment of Innovation

Management Development

Strategy Development

Employee Development

Necessity versus Opportunity

Creating the Favorable Environment for Innovation

5. INNOVATION WITH A PURPOSE

Developing the Capacity Needed for Innovation

Strategic Focus Is Always Market Focus

Communicating the Strategy to Employees

Getting and Organizing Information

In Search of Competitive Advantage

When the Target Keeps Moving: The International Space Station Project

6. DEVELOPING THE CAPACITY TO INNOVATE

Strategic vs. Tactical Innovations

Getting the Innovations We Need

Ten Key Areas of Innovation Opportunity

Examining the Key Areas of Innovation Opportunity

Developing Capability within the Innovation Management Model

7. CRAFTING THE INNOVATING ORGANIZATION

What Structure Is Best?

Organizing for an Innovative Future.

Recent Developments in Organizational Thinking

Different Types of Organization Structure

A Low-Tech Example of a High-Tech Challenge

Upsetting Traditional Business

A Hierarchy Based on Accountability Horizon

Responsibility Based on Process Activity Clusters

Seeing the Processes Differently

The E-Friendly Organization Structure

Steps in New Organization Design

Revisiting the Innovation Management Model

The Potential of Cost Savings

Conclusion: Rethinking the Fundamental Structure of the Company

PART TWO: SUPPORTING INNOVATION

8. INNOVATION AND ORGANIZATIONAL POLICY

The Power of Organizational Policy

What Is Policy?

Sources of Policies

Three Levels of Policy

Supporting the Innovative Environment with Policies

Planning Innovation

Selecting Innovations to Pursue

Funding Innovation

Conclusion: Setting the Policies that Support Innovation

9. LEVERAGING LOGIC

Logic, Critical Thinking, and the Scientific Method

The Scientific Method

Errors in Thinking

Conclusion: Avoid Errors in Thinking to Make Better Decisions

10. COPING WITH SERENDIPITY

Studying the Entire Market

Shifting the Balance of Innovation

When Things Unexpectedly Go Right

More Things that Get in the Way

How the System Handles the Unexpected

Several Alternative Ways to Capitalize on Unexpected Innovation

11. MEASURING AND EVALUATING INNOVATIONS

Evaluating the Corporate Innovation Strategy

Evaluating Innovations

A Framework for Evaluating Innovations

Innovations in Evaluation

PART THREE: LEADING INNOVATION

12. DEVELOPING AND IMPLEMENTING MARKET-FOCUSED INNOVATIONS

Market-Focused Innovations

From Idea to Launch

Development Projects Are Projects

Getting Ideas from the Market

Designing the Innovation

Teams: The Design Conundrum.

Involving External Development Resources

Cost: The Final Frontier

Broadening the Innovation Target Area

Experimentation and Prototyping

Preparing for the Physical Launch

13. EXPLOITING MARKET-FOCUSED INNOVATIONS

What Is Exploitation?

What Does It Take to Exploit Success?

14. BRIDGING THE GAP BETWEEN THE OLD AND THE NEW ECONOMIES

What Business Model?

Organizing for E-Innovation

Outsourcing Innovation

Challenges for Innovative Organizations

CONCLUSION

15. TOWARD THE FUTURE

Breaking Paradigms

Understanding the White Space

Service Innovation

Social Innovation

Technological Innovation

Scientific Innovation

Conclusion: Innovation as the Life Force of the Organization

BIBLIOGRAPHY

INDEX

A

B

C

D

E

F

G

H

I

J

K

L

M

N

O

P

Q

R

S

T

U

V

W

X.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references (p. [291]-293) and index.

ISBN:

9780814413104

0814413102

OCLC:

70765243