Competitive Innovation Management (Macmillan Business)

Cover......Page 1
Half Title......Page 2
Title......Page 4
Copyright......Page 5
Contents......Page 8
List of Figures......Page 14
List of Tables......Page 17
Preface......Page 18
Acknowledgements......Page 22
Two companies......Page 26
The topic of this book......Page 27
The purpose of this book......Page 29
Methodology......Page 30
Introduction to the companies......Page 31
Outline of the book......Page 35
Part I A Wide Range of Management Systems and Practices Impact Innovation Performance......Page 40
2 The Chemical Residues Story......Page 42
The mother company: MGE......Page 43
The Chemical Residues project and the Industrial Chemicals division......Page 44
A chemist discovers an idea......Page 45
Hunting for help and for money......Page 49
Corporate begins supporting innovation......Page 58
Reforming project funding and management systems......Page 64
Changing the organization......Page 73
Epilog......Page 76
Different types of intervention in the innovation management system......Page 78
The scope of a manager's actions......Page 80
Sequencing a change effort and involving other people......Page 82
Categorizing the tools......Page 88
4 A Framework for Thinking about Innovation......Page 95
Phases of the innovation process......Page 97
Goals: what does it mean to improve innovation performance?......Page 99
Components of innovation performance......Page 100
Goals for each phase of the process......Page 101
Old theories of how to get ideas......Page 104
Who generates new ideas?......Page 106
Children, newcomers, and other outsiders......Page 107
Why it can be difficult to accept new ideas, particularly from outsiders......Page 108
Idea diffusion in other species......Page 110
Managing the difference between old and young (or insiders and outsiders)......Page 112
Why experience and education limit idea generation......Page 116
Joining an organization......Page 117
New theories of how to encourage idea generation......Page 120
Objections to implementing the new theories......Page 121
Implementing the new theories......Page 124
Project funding systems......Page 127
Dimensions of a funding system......Page 128
Outcomes of a funding system......Page 139
Managing risk and evaluating outcomes......Page 143
What development systems have in common......Page 144
How development systems vary: overall characteristics......Page 146
Speed in development......Page 149
Reducing cost of development......Page 150
Improving fit with customer need......Page 151
Diagnosing problems in an innovation system......Page 152
A systematic method of diagnosing problems......Page 154
Executing solutions and evaluating the results......Page 155
Identifying opportunities for improvement......Page 157
Part II How to Plan and Implement a Program to Improve Innovation Performance......Page 160
Determining what to change......Page 162
Early change efforts: when a company is just beginning to worry about innovation performance......Page 167
Mid-range changes: fixing ongoing performance or alignment problems......Page 171
Advanced changes: fine-tuning the system......Page 176
Sequencing the changes, planning the change process......Page 185
Industry and strategic context......Page 190
Power and control issues......Page 193
What an individual can do to improve an innovation system......Page 195
6 Different Managers' Roles in Implementing Change......Page 196
The different levels of manager......Page 197
What managers do during a transformation......Page 198
Industrial Chemicals ^......Page 201
Lawn & Garden......Page 204
Northern Pharmaceuticals......Page 205
Advanced Materials......Page 207
Corporate management's role......Page 208
Division/group management's role......Page 210
Business unit management's role......Page 211
Project manager and team member roles......Page 212
Management roles in a focused company......Page 213
Why innovation systems follow different evolutionary paths......Page 216
Differences in organization structure, project structure, and communications......Page 219
The Traditional system......Page 221
Reasons for moving away from the Traditional system......Page 223
Methods of moving away from the Traditional system......Page 225
The Multi-focused system......Page 227
The Flexible system......Page 229
Company configurations......Page 232
8 The Evolution of Idea Generation, Funding, and Development Systems......Page 237
Generating ideas in companies with Focused or Flexible innovation systems......Page 238
Having the right competences......Page 239
Assuring that new links are made......Page 242
A summary model: four types of funding system......Page 243
Tools used to improve funding systems......Page 246
Distinguishing between different project types......Page 248
Managing low-uncertainty projects......Page 249
Managing high-uncertainty projects......Page 251
Summary of system evolution......Page 256
9 The Impact of Industry and Strategy on Innovation System Design......Page 258
Industry differences......Page 259
How ideas and opportunities differ......Page 260
How companies' environments differ......Page 269
The stability and predictability of companies' environments......Page 274
Competence......Page 278
Management's level of interest in innovation......Page 280
Product-market strategy......Page 281
Company history......Page 282
Conclusions......Page 283
The message to managers......Page 285
Next steps......Page 287
Appendix: Notes for the Academic Community......Page 289
Different types of general management activity (use of different tools)......Page 290
Impacts on the innovation process: phases of the innovation process......Page 292
The overall framework......Page 293
The data......Page 295
Method of data collection......Page 297
Method of data analysis......Page 299
Bibliography......Page 303
Index......Page 308