This is a step-by-step approach to applying high-impact innovation principles in any organization. Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service - and simply following the pack. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees. Applying Innovation combines the key ingredients from areas including innovation management, strategic planning, performance measurement, creativity, project portfolio management, performance appraisal, knowledge management, and teams to offer an easily applied recipe for enterprise growth. Authors David O'Sullivan and Lawrence Dooley map out the main concepts of the innovation process into a clear, understandable framework - the innovation funnel.
Unlike other texts for this course, Applying Innovation goes beyond methodologies and checklists to offer an invaluable step-by-step approach to actually applying high-impact innovation in any organization using a knowledge management systems, whether for a boutique firm or one comprised of thousands of individuals. It adopts a practical approach to overseeing innovation that focuses on useful tools and techniques rather than on theory and methodologies. It offers student activities within the text for immediate application of key concepts, reinforcing retention and comprehension. It teaches students to build and apply effective innovation management systems for any organization successfully, regardless of the firm's size or structure. Intended Audience: Applying Innovation is designed for undergraduate and graduate courses such as Innovation Management, Project Management, Strategic Planning, and Performance Management in fields of business, science, and engineering. This book appeals to instructors who want to reduce the "chalk and talk" and increase the hands-on practicality of their courses in innovation management.
Lawrence Dooley is a college lecturer in Enterprise and Innovation at the Department of Management and Marketing, University College Cork, Ireland. Prior to joining UCC, he was based at the Centre for Enterprise Management in the University of Dundee, Scotland. His research interests focus on the management of organizational innovation and related issues of inter-enterprise collaboration and university-industry knowledge exchange. He has published widely over recent years in international peer reviewed journals and actively liaises with industry.
Introduction Book Aims Book Structure Learning Activities Intended Audience Acknowledgements Part I. UNDERSTANDING INNOVATION Learning Targets Apple Makes Sweet Music 1. Defining Innovation 1.1. Introduction Learning Targets 1.2. Definition of Innovation 1.3. Related Concepts 1.4. Drivers of Innovation 1.5. Categories of Innovation 1.6. Product Innovation 1.7. Process Innovation 1.8. Service Innovation 1.9. Product and Process Innovation 1.10. Radical and Incremental Innovation 1.11. Disruptive Innovation 1.12. Innovation and Operations Case Study Activities 1.13. Summary Reflections 2. Managing Innovation 2.1. Introduction Learning Targets 2.2. Techniques of Change 2.3. Change Methodology 2.4. Excellent Organizations 2.5. Innovation Culture 2.6. Barriers to Innovation 2.7. Adapting Culture 2.8. Models of Innovation 2.9. Managing Innovation Case Study Activities 2.10. Summary Reflections 3. Processing Innovation 3.1. Introduction Learning Targets 3.2. Investment in Innovation 3.3. Goals of Innovation 3.4. Failure of Innovation 3.5. Process of Innovation 3.6. Applied Innovation 3.7. Innovation Funnel Case Study Activities Summary Reflections References Part II. DEFINING INNOVATION GOALS Learning Targets 4. Analyzing Environments 4.1. Introduction Learning Targets 4.2. Goal Planning 4.3. Defining Goals 4.4. Environment Analysis 4.5. PEST Analysis 4.6. Five Force Model 4.7. Benchmarking 4.8. SWOT Analysis 4.9. Core Competencies 4.10. Developing Statements Case Study Activities 4.11. Summary Reflections 5. Defining Objectives 5.1. Introduction Learning Targets 5.2. Identifying Stakeholders 5.3. Defining Requirements Case Study Activities 5.4. Identifying Thrusts 5.5. Generic Market Objectives 5.6. Strategic Objectives 5.7. Objectives for Innovation Case Study Activities 5.8. Summary Reflections 6. Measuring Indicators 6.1. Introduction Learning Targets 6.2. Performance Indicators 6.3. Defining Indicators 6.4. Innovation Process Indicators 6.5. Performance Charts 6.6. Balanced Scorecard 6.7. Implementing the Balanced Scorecard Case Study Activities 6.8. Summary Reflections References Part III. MANAGING INNOVATION ACTIONS Learning Targets 3M and the Post-it Note 7. Creating Ideas 7.1. Introduction Learning Targets 7.2. Action Pathway 7.3. Problem Solving 7.4. Creativity 7.5. Enhancing Creativity 7.6. Encouraging Creativity 7.7. Sources of Ideas 7.8. New Knowledge Ideas Case Study Activities 7.9. Ideation Tools 7.10. Selected Ideation Tools 7.11. Modeling Tools 7.12. Physical Space Case Study Activities 7.13. Summary Reflections 8. Managing Projects 8.1. Introduction Learning Targets 8.2. Projects 8.3. Project Planning 8.4. Project Scheduling 8.5. Project Controlling 8.6. Quantitative Benefits 8.7. Qualitative Benefits 8.8. Risk Management 8.9. Project Innovation 8.10. Project Tools Case Study Activities 8.11. Summary Reflections 9. Developing Products 9.1. Introduction Learning Targets 9.2. New Product Development 9.3. Stage Gate Process 9.4. Product Funding 9.5. Protecting New Products 9.6. Commercializing New Products 9.7. Linkages with Marketing 9.8. Diffusion of New Products 9.9. Entrepreneurship Case Study Activities 9.10. Summary Reflections 10. Balancing Portfolios 10.1. Introduction Learning Targets 10.2. Portfolio Objectives 10.3. Maximizing Value of Portfolio 10.4. Creating the right Mix of Projects 10.5. Maximizing Alignment with Goals 10.6. Optimizing Resources 10.7. Portfolio Budgeting 10.8. Balancing the Portfolio Case Study Activities 10.9. Summary Reflections References Part IV. EMPOWERING INNOVATION TEAMS Learning Targets 11. Leading Innovation 11.1. Introduction Learning Targets 11.2. Transactional vs. Transformational 11.3. General Leadership Traits 11.4. Innovation Leadership Traits 11.5. Leadership Roles in Innovation 11.6. Leadership Interpersonal Skills 11.7. Leadership and Culture 11.8. Conflict Management Case Study Activities 11.9. Summary Reflections 12. Building Teams 12.1. Introduction Learning Targets 12.2. Organizational Structure 12.3. Aligning Structures 12.4. Defining Teams 12.5. Innovation Teams 12.6. Creating Effective Teams 12.7. Project Team Structure 12.8. Team Empowerment 12.9. Empowerment and Enablement 12.10. Team Skills 12.11. Virtual Teams 12.12. Communities of Practice Case Study Activities 12.13. Summary Reflections 13. Motivating Performance 13.1. Introduction Learning Targets 13.2. Motivation 13.3. Intrinsic and Extrinsic Motivation 13.4. Gain Sharing 13.5. Profit Sharing 13.6. Performance Appraisal 13.7. Performance Appraisal System 13.8. Training and Development Case Study Activities 13.9. Summary Reflections References Part IV. EMPOWERING INNOVATION TEAMS Learning Targets 14. Leading Innovation 14.1. Introduction Learning Targets 14.2. Transactional vs. Transformational 14.3. General Leadership Traits 14.4. Innovation Leadership Traits 14.5. Leadership Roles in Innovation 14.6. Leadership Interpersonal Skills 14.7. Leadership and Culture 14.8. Conflict Management Case Study Activities 14.9. Summary Reflections 15. Building Teams 15.1. Introduction Learning Targets 15.2. Organizational Structure 15.3. Aligning Structures 15.4. Defining Teams 15.5. Innovation Teams 15.6. Creating Effective Teams 15.7. Project Team Structure 15.8. Team Empowerment 15.9. Empowerment and Enablement 15.10. Team Skills 15.11. Virtual Teams 15.12. Communities of Practice Case Study Activities 15.13. Summary Reflections 16. Motivating Performance 16.1. Introduction Learning Targets 16.2. Motivation 16.3. Intrinsic and Extrinsic Motivation 16.4. Gain Sharing 16.5. Profit Sharing 16.6. Performance Appraisal 16.7. Performance Appraisal System 16.8. Training and Development Case Study Activities 16.9. Summary Reflections References Part V. SHARING INNOVATION RESULTS Learning Targets Concorde 17. Managing Knowledge 17.1. Introduction Learning Targets 17.2. Defining Knowledge 17.3. Knowledge Management 17.4. Knowledge Sharing 17.5. Codification and Personalization 17.6. Depth of Knowledge 17.7. Collaboration 17.8. Knowledge Management Tools 17.9. Collaborative Portals 17.10. Discussing Results 17.11. Meeting Management Case Study Activities 17.12. Summary Reflections 18. Building Communities 18.1. Introduction Learning Targets 18.2. Learning Organization 18.3. Developing a Learning Organization 18.4. Individual Learning 18.5. Sources of Learning 18.6. Applied Innovation Portal 18.7. Portal Design 18.8. Fields 18.9. Relationships 18.10. Matrix Diagram Case Study Activities 18.11. Summary Reflections 19. Extending Innovation 19.1. Introduction Learning Targets 19.2. Extended Innovation 19.3. Types of Innovation Processes 19.4. Individual Innovation 19.5. Project Innovation 19.6. Collaborative Innovation 19.7. Distributed Innovation 19.8. Nurturing Distributed Innovation 19.9. Innovation Hierarchy 19.10. Future Portal Technology 19.11. Clustered Innovation 19.12. Assessing Applied Innovation Case Study Activities 19.13. Summary Reflections References Further Essential Reading Appendix: Sample Innovation Plans 20. SwitchIt Manufacturing Dept. 21. RDF Design Department 22. QualTransTM Inc. 23. Harper Sculpting Ltd. 24. Community Support Team 25. Small Manufacturing Enterprise
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