Managing innovation : integrating technological, market and organizational change

Cover
Title Page
Copyright Page
About the Authors
Preface to the Seventh Edition
How to Use This Book: Key Features
Brief Contents
Contents
Chapter 1 Innovation – What It Is and Why It Matters
	1.1 The Importance of Innovation
	1.2 Innovation Is Not Just High Technology
	1.3 It’s Not Just Products . . .
	1.4 Innovation and Entrepreneurship
	1.5 Strategic Advantage Through Innovation
	1.6 Old Question, New Context
	1.7 The Globalization of Innovation
	1.8 So, What Is Innovation?
	1.9 A Process View of Innovation
	1.10 The Scope for Innovation
		Four Dimensions of Innovation Space
		Mapping Innovation Space
	1.11 Key Aspects of Innovation
		Incremental Innovation – Doing What We Do but Better
		Component/Architecture Innovation and the Importance of Knowledge
		Platform Innovation
		Discontinuous Innovation – What Happens When the Game Changes?
	1.12 Innovation Management
	Summary
	Further Reading
	Other Resources
	References
Chapter 2 Digital Is Different?
	2.1 What Is Digital Innovation?
	2.2 Is It New?
	2.3 Is It Revolutionary?
	2.4 What Does It Mean for Innovation?
	2.5 What Does It Mean for Innovation Management?
		The New Digital Toolkit
		New Ways of Thinking about Innovation Management
	Summary
	Further Reading
	Other Resources
	Refernces
Chapter 3 Innovation as a Core Business Process
	3.1 The Innovation Journey
	3.2 Different Circumstances, Similar Management Challenges
	3.3 Variations on a Theme
		Services and Innovation
		Service Innovation Emphasizes the Demand Side
		The extended enterprise
		Innovation in the Non-commercial Arena
		Not-for-Profit Innovation
		Social Entrepreneurship
	3.4 Cross Sector Differences
		Organizational Size
		Project-based Organizations
		Platform Innovation
		Ecosystems
		The Influence of Geography
		Regulatory Context
		Industry Life Cycle
	3.5 Do Better/Do Different
	3.6 A Contingency Model of the Innovation Process
	3.7 Evolving Models of the Process
	3.8 Can We Manage Innovation?
	3.9 Building and Developing Routines across the Core Process
		Navigating the Negative Side of Routines
	3.10 Learning to Manage Innovation
		Identifying Simple Archetypes
		Measuring Innovation Success
		What Do We Know About Successful Innovation Management?
		Success Routines in Innovation Management
		Key Contextual Influences
	3.11 Beyond the Steady State
	Summary
	Further Reading
	Other Resources
	References
Chapter 4 Developing an Innovation Strategy
	4.1 ‘Rationalist’ or ‘Incrementalist’ Strategies for Innovation?
		Rationalist Strategy
		Incrementalist Strategy
		Implications for Management
	4.2 Innovation ‘Leadership’ versus ‘Followership’
	4.3 The Dynamic Capabilities of Firms
		Institutions: Finance, Management and Corporate Governance
		Learning and Imitating
	4.4 Appropriating the Benefits from Innovation
	4.5 Exploiting Technological Trajectories
	4.6 Developing Firm-specific Competencies
		Hamel and Prahalad on Competencies
		Assessment of the Core Competencies Approach
		Developing and Sustaining Competencies
	4.7 Globalization of Innovation
	4.8 Enabling StrategyMaking
		Routines to Help Strategic Analysis
		Portfolio Management Approaches
	Summary
	Further Reading
	Other Resources
	References
Chapter 5 Building the Innovative Organization
	5.1 Shared Vision, Leadership and the Will to Innovate
	5.2 Appropriate Organizational Structure
	5.3 Key Individuals
	5.4 High Involvement in Innovation
	5.5 A Roadmap for the Journey
	5.6 Effective Team Working
	5.7 Creative Climate
	5.8 Boundary-Spanning
	Summary
	Further Reading
	Other Resources
	References
Chapter 6 Sources of Innovation
	6.1 Where Do Innovations Come From?
	6.2 Knowledge Push
	6.3 Need Pull
	6.4 Making Processes Better
	6.5 Crisis-driven Innovation
	6.6 Whose Needs? The Challenge of Underserved Markets
	6.7 Emerging Markets
	6.8 Towards Mass Customization
	6.9 Users as Innovators
	6.10 Using the Crowd
	6.11 Extreme Users
	6.12 Prototyping
	6.13 Watching Others – and Learning from Them
	6.14 Recombinant Innovation
	6.15 Design-led Innovation
	6.16 Regulation
	6.17 Futures and Forecasting
	6.18 Accidents
	Summary
	Further Reading
	Other Resources
	References
Chapter 7 Search Strategies for Innovation
	7.1 The Innovation Opportunity
		Push or Pull Innovation?
		Incremental or Radical Innovation?
		Exploit or Explore?
	7.2 When to Search
	7.3 Who Is Involved in Search?
	7.4 Where to Search – The Innovation Treasure Hunt
		Ambidexterity in Search
		Framing Innovation Search Space
	7.5 A Map of Innovation Search Space
		Zone 1
		Zone 2
		Zone 3
		Zone 4
	7.6 How to Search
	7.7 Absorptive Capacity
	7.8 Tools and Mechanisms to Enable Search
		Managing Internal Knowledge Connections
		Extending External Connections
	Summary
	Further Reading
	Other Resources
	References
Chapter 8 Innovation Networks
	8.1 The ‘Spaghetti’ Model of Innovation
	8.2 Innovation Networks
		Why Networks?
		Emergent Properties in Networks
		Learning Networks
		Breakthrough Technology Collaborations
		Regional Networks and Collective Efficiency
		Mobilizing Networking
	8.3 Networks at the Start-up
	8.4 Networks on the Inside . . .
	8.5 Networks on the Outside
	8.6 Networks into the Unknown
	8.7 Managing Innovation Networks
		Configuring Innovation Networks
		Facing the Challenges of Innovation Networks
	Summary
	Further Reading
	Other Resources
	References
Chapter 9 Dealing with Uncertainty
	9.1 Meeting the Challenge of Uncertainty
	9.2 The Funnel of Uncertainty
	9.3 Planning Under Uncertainty
	9.4 Forecasting Innovation
		Customer or Market Surveys
		Internal Analysis, for Example, Brainstorming
		External Assessment, for Example, Delphi
		Scenario Development
	9.5 Estimating the Demand for Innovations
	9.6 Assessing Risk, Recognizing Uncertainty
		Risk as Probability
		Perceptions of Risk
	9.7 Assessing Opportunities for innovation
		Financial Assessment of Projects
		How to Evaluate Learning?
		How Practicing Managers Cope
	9.8 Decision Making at the Edge
		Selection and Reframing
	9.9 Mapping the Selection Space
	Summary
	Further Reading
	Other Resources
	References
Chapter 10 Creating New Products and Services
	10.1 Processes for New Product Development
		Concept Generation
		Project Selection
		Product Development
		Product Commercialization and Review
		Lean and Agile Product Development
		Lean Start-up
	10.2 Factors Influencing Product Success or Failure
		Commitment of Senior Management
		Clear and Stable Vision
		Improvisation
		Information Exchange
		Collaboration under Pressure
	10.3 Influence of Technology and Markets on Commercialization
	10.4 Differentiating Products
	10.5 Building Architectural Products
		Segmenting Consumer Markets
		Segmenting Business Markets
	10.6 Commercializing Technological Products
	10.7 Implementing Complex Products
		The Nature of Complex Products
		Links Between Developers and Users
		Adoption of Complex Products
	10.8 Service Innovation
	10.9 Diffusion of Innovations
		Processes of Diffusion
		Factors Influencing Adoption
		Characteristics of an Innovation
	Summary
	Further Reading
	Other Resources
	References
Chapter 11 Exploiting Open Innovation and Collaboration
	11.1 Joint Ventures and Alliances
		Why Collaborate?
	11.2 Forms of Collaboration
	11.3 Patterns of Collaboration
	11.4 Influence of Technology and Organization
		Competitive Significance
		Complexity of the Technology
		Codifiability of the Technology
		Credibility Potential
		Corporate Strategy
		Firm Competencies
		Company Culture
		Management Comfort
		Managing Alliances for Learning
	11.5 Collaborating with Suppliers to Innovate
	11.6 User-led Innovation
	11.7 Extreme Users
	11.8 Benefits and Limits of Open Innovation
	Summary
	Further Reading
	Other Resources
	References
Chapter 12 Promoting Entrepreneurship and New Ventures
	12.1 Ventures, Defined
		Profile of a Venture Champion
		Venture Business Plan
		Funding
		Crowd-funding
		Corporate Venture Funding
		Venture Capital
	12.2 Internal Corporate Venturing
		To Grow the Business
		To Exploit Underutilized Resources in New Ways
		To Introduce Pressure on Internal Suppliers
		To Divest Noncore Activities
		To Satisfy Managers’ Ambitions
		To Spread the Risk and Cost of Product Development
		To Combat Cyclical Demands of Mainstream Activities
		To Learn About the Process of Venturing
		To Diversify the Business
		To Develop New Competencies
	12.3 Managing Corporate Ventures
	12.4 Assessing New Ventures
		Structures for Corporate Ventures
		Direct Integration
		Integrated Business Teams
		New Ventures Department
		New Venture Division
		Special Business Units
		Independent Business Units
		Nurtured Divestment
		Complete Spin-off
		Learning Through Internal Ventures
	12.5 Spin-outs and New Ventures
	12.6 University Incubators
	12.7 Growth and Performance of Innovative Small Firms
	Summary
	Further Reading
	Other Resources
	References
Chapter 13 Capturing the Business Value of Innovation
	13.1 Creating Value through Innovation
	13.2 Innovation and Firm Performance
	13.3 Exploiting Knowledge and Intellectual Property
		Generating and Acquiring Knowledge
		Identifying and Codifying Knowledge
		Storing and Retrieving Knowledge
	13.4 Sharing and Distributing Knowledge
		Converting Knowledge into Innovation
	13.5 Exploiting Intellectual Property
		Patents
		Copyright
		Design Rights
		Licensing IPR
	13.6 Business Models and Value Capture
	Summary
	Further Reading
	Other Resources
	References
Chapter 14 Creating Social Value
	14.1 Innovation and Social Change
	14.2 The Social Innovation Process
		Social Innovation as a Learning Laboratory
		Public Sector Innovation
		Supporting and Enabling Social Innovation
		Challenges in Social Innovation
	14.3 Inclusive Innovation
	14.4 Humanitarian Innovation
	14.5 The Challenge of Sustainability-led Innovation
	14.6 A Framework Model for Sustainability-led Innovation
	14.7 Responsible Innovation
	Summary
	Further Reading
	Other Resources
	References
Chapter 15 Capturing Learning from Innovation
	15.1 What We Have Learned About Managing Innovation
	15.2 How to Build Dynamic Capability
	15.3  How to Manage Innovation
	15.4 The Importance of Failure
	15.5 Tools to Help Capture Learning
		Postproject Reviews (PPRs)
		Proceduralizing learning
		Agile Innovation Methods
		Benchmarking
		Capability Maturity Models
	15.6 Innovation Auditing
	15.7 Measuring Innovation Performance
	15.8 Measuring Innovation Management Capability
	15.9 Reflection Questions for Innovation Auditing
		Search
		Select
		Implement
		Proactive Links
		Learning
	15.10 Developing Innovation Capability
	15.11 Final Thoughts
	Summary
	Further Reading
	Other Resources
	References
Index
EULA