Innovation capability maturity model / Patrick Corsi, Erwan Neau.

Format:

Book

Author/Creator:

Corsi, Patrick, author.

Neau, Erwan, author.

Series:

Control, systems and industrial engineering series.

Control, systems and industrial engineering series

Language:

English

Subjects (All):

Technological innovations.

Physical Description:

1 online resource (0 pages)

Edition:

1st ed.

Place of Publication:

London, England ; Hoboken, New Jersey : ISTE : Wiley, 2015.

Summary:

Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change... the thinking level. No domain and no sector is immune to this transformation in todays' world Having clarified our ideas through this book, we remain ever more convinced that the leveled maturity approach will lead to real advances in innovation over the 2020 years. Hence the competitive capacities of organizations must evolve. As we strive in our quest for new inspiration sources in business, let us reckon that all is bound to evolving... including the way to evolve. In that resides the very capacity to innovate.

Contents:

Cover

Title Page

Copyright

Contents

Acknowledgments

Preface

List of Acronyms

PART 1: Think Up a Method

1: Innovation: An Unfinished Journey

1.1. The journey as the end

1.2. Application of maturity levels in the innovation process

1.3. The effects of the knowledge society

1.4. What the current socioeconomic context indicates

1.5. Who can benefit from this book and how?

1.6. How to use this book?

2: Evaluating the Ability to Innovate

2.1. The art of change is not one-size-fits-all

2.1.1. Change is an awareness of a phenomenon's time derivatives

2.1.2. Any system reflects the maturity of its subsystems

2.2. A failed timing translates into zero progress

2.2.1. When the emergency is in conflict with the ability to innovate

2.2.2. Moving up the time axis leads to influencing time

3: A Method to Progress

3.1. Progress in the ability to innovate requires a method

3.1.1. Provide a starting point for the method

3.2. A new basis for competitiveness contributing to a greater whole

3.2.1. The importance of selected vocabulary

3.3. Two extremes revealing a relative immaturity

3.4. Evolving the concept of innovation

3.5. Controlling the acceleration is now the issue

3.6. An algebra of the different levels of maturity (Innovation Capability Maturity Model)

3.6.1. The progression route starts anyway from the lowest point reached

PART 2: A Discourse on the Method

4: Two Essential Preliminary Levels 0 and 1

4.1. Level 0 or "we are not concerned"

4.1.1. What is level 0?

4.1.2. An example at level 0

4.1.3. Examples of organizations at level 0

4.2. The level 1 or "Do it Right First Time"

4.3. Two examples where innovation at level 1 puts companies under death sentence.

4.4. A company that innovates only by reaction to competition ormarket trends (general study case)

4.5. SWOT matrix at level 1

5: Level 2: Not Yet Mature

5.1. Level 2 or "redo and, if possible, do better"

5.2. The SWOT matrix at level 2

6: Level 3: Maturity in Training

6.1. Level 3 or "collective efficacy"

6.2. SWOT matrix at level 3

7: Mastering Level 4

7.1. Level 4 or "collective efficiency"

7.2. SWOT matrix at level 4

8: Sustainable Mastery at Level 5

8.1. Level 5 or "dynamic, total and sustainable innovation"

8.2. SWOT matrix at level 5

PART 3: Implementing the Method

9: How to Innovate at Level 1?

9.1. Introduction

9.2. What is an innovation action at level 1?

9.3. What will these actions permit?

9.4. The functional dimensions of innovation activities

10: Innovating and Capitalizing at Level 2: Re-visiting the Past for Entering Level 3

10.1. Assembling the elements of an approach

10.1.1. Prerequisites for level 3

10.1.2. Set apart what is urgent from what is important

10.2. Who is going to lead the innovation approach?

10.3. How can we reconcile the three business functions above?

10.4. The innovability diagnostic phase

10.4.1. A true story

10.5. Questions and issues that resonate with level 2

10.6. A level 3 checklist to create an innovation upon request

11: To Build Upon Levels 1 and 2

11.1. Driving innovation is a strategic activity

11.2. Advice when nominating the Innovation Steering Committee

11.2.1. More about breakthrough or disruptive innovation

11.3. An example of repeated yet spiraling innovation

12: Forging and Strengthening Systems Toward Level 3

12.1. Preparing a culture change in the organization

12.2. Starting the innovation throughout the company

12.2.1. The first actions of the Steering Committee.

12.2.2. Launching a communication and a training policy

12.2.3. Demystification - Awareness - Information - Education - Action

12.3. Constitution of the innovation team

12.3.1. The management group of the innovation portfolio

12.3.2. An innovation information system

12.4. The analysis group of customer needs

12.4.1. Innovation communication

12.5. Monitoring issues and management caution with level 3

12.6. When knowledge management comes of age

12.7. Is creating excess of knowledge an issue?

12.8. The paradoxical passage way from level 3 to level 4

13: Managing the Deployment at Level 4

13.1. Changing the method

13.2. The moment where management is revisited out of necessity

13.2.1. The case of the smartphones market

13.3. Further notes on management

13.4. When ideas become projects and projects become successes

13.4.1. Firm is not a pyramid

13.4.2. "Headgear" the pyramid with the strategic vision

13.4.3. At the "heart" of the pyramid is an "anticoagulant"

13.5. Preparing level 5

14: Sustaining Level 5

14.1. A frequent misconception on the nature of level 5

14.2. The two logics prevailing at maturity level 5

14.3. Level 5 is all about rhythm and osmosis

14.4. The new art of managing at level 5

14.4.1. First indicator: knowledge originality (KO) rapport

14.4.2. Second indicator: hierarchical control (HC) rapport

14.4.3. Third indicator: innovation funding (IF) reserve rapport

14.4.4. Fourth indicator: market surprise (MS) rapport

14.5. The discipline of smoothing breakthroughs

14.5.1. On value as created and used

14.5.2. Diversity often leads to misleading divisional attitudes

14.5.3. Innovation winning systems ("martingales") - when the approach becomes an automated and complete process

14.6. Why is level 5 "complex"?.

14.7. A summary of all levels: the case of Apple through the years

PART 4: Possessing the Method

15: Using the Five Levels to Progress

15.1. Implement a growth strategy first

15.2. Benefits and general challenges associated with the five maturity levels

15.2.1. The general benefits of the maturity level approach

15.2.2. General challenges related to the multilevel approach

15.3. The case of TMC Innovation scaled up through the five maturity level

16: Tool Sheets for Each Level and for Inter-level Dynamics

16.1. Summary sheets to assess the maturity of the innovation

16.1.1. Synthesis of information from a given level

16.2. Create dynamics with inter-levels

17: Going Beyond the Five Levels: a New Operational Capacity

17.1. Opportunities brought by the five levels

17.2. The toxic impacts of innovation - a discourse on complexity in firms

17.2.1. Inno-toxic factors

17.2.2. The most common innovation "diseases"

17.3. In conclusion

APPENDICES

Appendix 1: A Recap of the Five Innovation Capability Maturity Levels

Appendix 2: An Innovation Vade Mecum

A2.1. The innovation autodiagnostic - your capacity to innovate in 20 assertions

A2.2. Questionnaire

A2.2.1. Your result (number of 'true')

A2.3. Why innovate?

A2.4. How to innovate?

A2.5. Your innovation project

A2.5.1. Your needs

A2.6. The "innovation intelligence"

A2.6.1. Your needs

A2.7. On management

A2.7.1. Your needs

A2.8. The management objectives

A2.8.1. The results

Appendix 3: On Using Innovation Tools According to Capability Maturity Level

Appendix 4: A Basket of Examples for Innovation-centered Meetings

A4.1. Meeting 1. Analyzing a product lifecycle (existing or future)

A4.2. Meeting 2. To define the innovation strategy: what will our innovation process be?.

A4.3. Meeting 3. Suppliers of suppliers and clients of clients

A4.4. Meeting 4. Technology/product/market/competition segmentation (TPM+Canalysis)

A4.5. Meeting 5. Polarizing services toward the client

A4.6. Meeting 6. Accelerating customer feedback

A4.7. Meeting 7. Six key demands from clients

A4.8. Meeting 8. Changing the "ORs" into "ANDs" (avoiding compromises by proposing an alternative)

A4.9. Meeting 9. Why do our clients buy our products rather than those of our competitors?

A4.10. Meeting 10. Creating a communication about innovation - from inside to outside

A4.11. Meeting 11. What are our specific competencies, knowledge and know-how?

A4.12. Meeting 12. Foresight meeting: what is the future of a given product?

A4.13. Meeting 13. Where are the pilot users of our products/services?

A4.14. Meeting 14. Realizing a client satisfaction study (without the presence of the client)

A4.15. Meeting 15. Reflecting on a quality approach or a certification

Appendix 5: About Innovation Brakes: How to Avoid Errors that Others May Have Made Before

A5.1. Obstacles against innovative products

A5.1.1. Commercializing your own innovation

A5.1.2. Technological risk

A5.1.3. Finding financing

A5.1.4. Unrolling an innovative project

A5.1.5. Uneasiness of success readability

A5.2. Brakes on innovation at management level

A5.2.1. Finding financing

A5.2.2. Finding time

A5.2.3. Finding and motivating people

A5.2.4. The lack of methods and tools

A5.2.5. Finding the right organization

A5.2.6. Finding the right strategy

Appendix 6: Linking up with the Strategic Management of Innovation

A6.1. Axis for complementarity

A6.2. Families, lineages and martingales

Appendix 7: How to Understand and Value the C-K Theory for Maturing Your Innovation Capacity

A7.1. Introduction.

A7.2. A primer on C-K theory.

Notes:

Includes bibliographical references and index.

Description based on print version record.

ISBN:

9781119144342

1119144345

9781119144359

1119144353

OCLC:

913798217