Stoking Your Innovation Bonfire E-Book

Braden Kelley

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 224

Veröffentlichungsjahr: 2010

Beschreibung

Essential strategies to transform your organization and boost your profits Want to recapture your organization's original innovative spirit? Stoking Your Innovation Bonfire helps you remove the obstacles that have crippled the innovation superpowers that made your organization successful in the first place. * Helps you identify the blockages hindering innovation within your organization * Reveals the fundamental changes that will help your business rebuild its hidden or lost innovation capabilities * Explores leading innovation theories you can apply right away-without expensive consultants Get the strategies you need to remove innovation barriers, increase profits-and change the way you do business.

Leseprobe

Table of Contents

Praise

Title Page

Copyright Page

Dedication

Foreword

Acknowledgments

Introduction

About the Companion Web Site

PART I - SETTING THE STAGE

CHAPTER 1 - Blinded by the Light

OVERVIEW

Innovation Vision Example (Alcatel-Lucent)

Innovation Vision Example (Kuwait Petroleum Corporation)

There Is No Single Innovation Vision

Innovation Vision Case Study—Ford Motor Company

Innovation Vision Case Study—Hewlett-Packard

Innovation Vision Case Study—Apple Computer

Innovation Vision Case Study—Nintendo

Innovation Vision Case Study—Walmart versus Amazon

Innovation Vision Case Study—Intel versus AMD, Qualcomm, and NVIDIA

Bringing It All Together

CHAPTER 2 - Peering in the Dark

OVERVIEW

Strategy Must Be Based in Reality

Two Sources of Innovation, One Innovation Strategy

Time as a Component of Innovation Strategy

Innovation Strategy Case Study—The Whirlpool Example

Innovation Case Study—Open Innovation at Procter & Gamble

Not Just for Corporations

Innovation Maturity

Incremental versus Disruptive Innovation

Innovation Portfolios

Open Innovation

Bringing It All Together

CHAPTER 3 - Setting a Course Blindfolded

OVERVIEW

The Purpose of Innovation Goals

The Influence of Customer Permissions and Visual Frameworks on Your Innovation ...

Setting Your Innovation Goals

Bringing It All Together

PART II - THE INNOVATION ENGINE

CHAPTER 4 - What Are They Really Thinking?

OVERVIEW

Four Lenses of Innovation

Broadcasting the Voice of the Customer

Trend Spotting, Behaviors, and Needs

Insights and Execution

Insights Case Study—Apple iPhone

Insights Case Study—Apple iPad

Are You Innovating for the Past or the Future?

Bringing It All Together

CHAPTER 5 - Shining a Light on the Customer Problem

OVERVIEW

Generating Ideas

Idea Quantity

Idea Quality

Better Brainstorming

The Idea Generation S-Curve

The Nine Innovation Roles

Bringing It All Together

CHAPTER 6 - Picking a Winner Without Looking

OVERVIEW

You Get What You Measure

Separate But Equal

Idea Evaluation Checklist

Idea Challenges

Parallel Idea Evaluation in a Serial World

Saying No in the Right Way

The Importance of “Not Now”

Bringing It All Together

CHAPTER 7 - Going to Market Blind

OVERVIEW

Useful or Valuable

Slow Innovation

Slow Innovation Case Study—The iPod

Slow Innovation Case Study—The VCR

Slow Innovation Case Study—The Internet

Slow Innovation Case Study—Southwest Airlines

Slow Innovation—Conclusion

Idea Commercialization Stories—Apple Designs a “No!”

Lessons Learned

Bringing It All Together

PART III - THE ORGANIZATION

CHAPTER 8 - Have You Had an Innovation Lobotomy?

OVERVIEW

What Are You Afraid Of?

The Impact of Culture

Organizational Hierarchy of Needs

Breaking Out of the Mold

Choose Your Own Hours—A Case Study in Flexibility

Bringing It All Together

CHAPTER 9 - Do Your Policies and Processes Keep People in the Dark?

OVERVIEW

Some Secrets of Continuous Innovation Are Nothing New

Should They Call Them Silos or Bunkers?

Get Your Hands Off My Bonus

A Case Study in Breaking Down Information and Structural Barriers—Cisco

Another Case Study—GE and Reverse Innovation

Bringing It All Together

CHAPTER 10 - Keeping the Lights On

OVERVIEW

Who Innovates?

Innovating in a Crisis

Innovation Is Not a Project

If You Want Systemic Innovation, You Need Systems to Manage It

Innovation versus Flexibility

Managing Innovation Is About Managing Change—A Case Study

Purpose and Passion

Blogging Innovation as a Case Study in Passion

Passion versus Obsession

Innovation Is Social

Bringing It All Together

Epilogue

APPENDIX A - Customer Exploration

APPENDIX B - Visual Frameworks for Guiding Your Innovation Efforts

APPENDIX C - The Innovation Baker’s Dozen

Bibliography

About the Author

Index

Additional Praise forStoking Your Innovation Bonfire

“Braden Kelley has delivered a book that helps people move innovation from theory into practice. Given our experience innovating with clients over the past 40 years, I believe Stoking Your Innovation Bonfire shares many useful strategies and case studies showcasing what works. Most importantly, the book helps managers identify and address the barriers to innovation within their organization—a crucial step toward making sustainable change.”

—Mark Bernstein, CEO of PARC (www.parc.com)

“Braden Kelley has been able to abstract the realities of innovation in his book. This is not theory or science fiction; it is about valuable lessons from real-life examples that those in charge of innovation should be aware of if they want to design winning strategies.”

—Moises Norena, Director of Global Innovation, Whirlpool Corporation

“Braden Kelley helps to demystify innovation, helping readers to understand how to deliver strong and sustainable yield from their innovation efforts. Stoking Your Innovation Bonfire is a great primer for any organization focused on advancing its approach to innovation.”

—Joe Boggio, Director of Innovation, U.S. Commercial Sector

“Without knowing it, organizations drift toward bad habits and blind spots that shut off innovation. Stoking Your Innovation Bonfire unpacks the blockages standing in the way of growth so leaders understand how to move the organization forward.”

—Drew Boyd, Executive Director, Master of Science in Marketing Program, and Assistant Professor of Marketing and Innovation, University of Cincinnati

Copyright © 2010 by Braden Kelley. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging-in-Publication Data:

Kelley, Braden.

Stoking your innovation bonfire / Braden Kelley.

p. cm.

Includes index.

ISBN 978-0-470-62167-7; ISBN 978-0-470-90640-8 (ebk); ISBN 978-0-470-90641-5 (ebk);

1. Creative ability in business. 2. Technological innovations--Management. I. Title.

HD53.K453 2010

658.4’063-—dc22

2010016372

Innovation is never easy—and not always welcome. This book is dedicated to the men and women who dedicate their lives to pushing our organizations to make more efficient use of our human capital and natural resources and to make the world a better place.

Foreword

Innovation is not what it used to be. In fact, if you were to pick up a book on innovation from the 1970s and compare it with the book you are now holding in your hands, you would probably find the difference quite remarkable.

Back then, there were basically two areas of focus in the field of innovation. One was on boosting a company’s research and development (R&D) capability, which was essentially all about developing new technologies and products. You would have been hard-pressed to find any book at that time that dealt in a serious way with how to innovate around operational processes, services, cost structures, customer experiences, business models, management practices, or industry architectures. The dominant paradigm of that era—at leading companies like IBM, Xerox, or Procter & Gamble—was that innovation was something you did almost exclusively in a scientific research center. And those research centers were usually kept quite separate from the company’s core business. They were funded to explore fringe ideas that may have had little or nothing to do with the real work of the company, or nascent technologies that would require a very lengthy time frame before they could ever be commercialized.