Getting Innovation Right: How Leaders Leverage Inflection Points to Drive Success
By: Seth Kahan (author)Hardback
1 - 2 weeks availability
Real-world strategies for uncovering potential and capitalizing on opportunity Innovation is worth little unless it generates lasting success, and gaining measurable results from new ideas requires more than creative risk-taking. Successful innovation demands a tactical approach, and Getting Innovation Right reveals how your company can secure real traction and growth in the marketplace. With Seth Kahan's outcome-based approach, based on his experience leading innovation initiatives at a diverse range of organizations, you will identify the inflection points that generate market opportunities for your company and leverage the best techniques for securing a foothold in a lucrative new space. * Offers a framework of 7 key activities for results-driven innovation, from intelligence-gathering through execution * Goes beyond abstract advice to offer hands-on approaches that are relevant and applicable in any organization * The companion and follow-up to Seth Kahan's bestselling first book,Getting Change Right and FastCompany.com blog Leading Change Grounded in market-based reality, Getting Innovation Right is an indispensable resource for leaders looking to drive results and move in fresh directions.
Seth Kahan is an executive strategy consultant and author. He works directly with CEOs on change and innovation initiatives and teaches over 25,000 professionals every year in conferences and professional seminars. He has worked with Royal Dutch Shell, World Bank, the Peace Corps, and many other organizations. His first book, Getting Change Right, was a Washington Post bestseller, and he writes regularly for Fast Company's website. He lives in Bethesda, Maryland, with his wife, daughter, and son.
List of Figures and Tables ix Introduction xi 1 Pursue and Leverage Inflection Points 1 Expert Input: Cindy Hallberlin of Good360.org on Getting Ahead of an Inflection Point 31 2 Build Innovation Capacity 37 Expert Input: Jeanne Tisinger of the Central Intelligence Agency on Building Capacity 44 Expert Input: Paul Pluschkell of Spigit on Idea Management 59 3 Collect Intelligence 65 Expert Input: Ken Garrison of Strategic and Competitive Intelligence Professionals on Competitive Intelligence 86 4 Shift Perspective 93 Expert Input: Roger Martin of the University of Toronto s Joseph L. Rotman School of Management on Thinking Differently 104 5 Exploit Disruption 109 Expert Input: William D. Eggers of Deloitte s Public Leadership Institute on Disruption and Government 124 6 Generate Value 147 Expert Input: Mark Katz of Arent Fox LLP on Generating Value 158 7 Drive Innovation Uptake 183 Expert Input: Mark Hurst of Creative Good on Getting Close to Customers 201 Appendix A: Sample Business Intelligence Contract 219 Appendix B: High-Level Outline of a Typical Business Plan 223 Appendix C: Simplified Business Plan Financial Model 225 Notes 227 Acknowledgments 233 About the Author 235 Index 237
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