Cover
Copyright
Other Works by Robert B. Tucker
Dedication
Introduction
Principle 1: innovation must be approached as a disciplined process.
Principle 2: innovation must be approached comprehensively.
Principle 3: Innovation must include an organized systematic and continual search for new opportunities.
Principle 4: Innovation must be directed from the top and involve the total enterprise.
Principle 5: Innovation must be customer-centered.
How the Chapters Ahead Will Guide You
CHAPTER 1 What It Takes to Drive Growth
Why Innovation Is the Best Way to Stimulate Growth
What Innovation Is and What It Isn’t
The Purpose of Innovation: Create New Customer Value
The Three Types of Innovation
Type 1: Product Innovation
Type 2: Process Innovation
Type 3: Strategy Innovation
Not All Innovations Jump-Start Growth
Incremental Innovation
Substantial Innovations
Breakthrough Innovations
Two Breakthrough Examples
Designing Your Firm’s Innovation Process
Assessing Your Firm’s Innovation Adeptness
Scoring
If you scored from 24 to 30 points:
If you scored from 17 to 23 points:
If you scored from 10 to 16 points:
CHAPTER 2 Leading Innovation
The Leader’s Quandary
Managing the Present or Inventing the Future?
Six Essentials of Leading Innovation
Leadership Strategy 1: Innovation must be led from the top.
Leadership Strategy 2: Design and implement an innovation process.
Define Innovation in Your Firm
Spell Out Behaviors You Wish to Encourage
Spell Out the Growth Goals
Provide a Process to Channel People’s Ideas
Plan to Overcome Organizational Barriers to Innovation
Embed Innovation in Your Organization
Appoint an Innovation Leader
Leadership Strategy 3: Spread responsibility for making innovation happen.
Spelling Out Expectations
Publicizing Innovative Behavior
Creating a Curriculum of Innovation
Providing Basic Training in Creativity
Providing More Advanced Innovation Training to Select Groups
Leadership Strategy 4: Allocate resources and decide on levels of risk.
Leadership Strategy 5: Establish innovation metrics.
Measure Percent of Revenue from New Products and Services
Avoid Creating Disunity
Measure the Pipeline
Leadership Strategy 6: Reward and incentivize innovation.
Reward Intrinsically and Extrinsically
Reward Through Recognition
Designing Your Firm’s Approach to Innovation
CHAPTER 3 Cultivating the Culture
What Is Culture Anyway?
Fear—the Enemy of an Innovative Culture
From Controlling Behavior to Shaping Behavior
Creating the Culture: What Doesn’t Work
Unpacking the Steps Leading to Breakthrough
Creating an Innovation-Adept Culture
Culture Strategy 1: Assess variance between present climate and optimum climate.
Culture Strategy 2: Describe barriers to innovation.
Culture Strategy 3: Describe your current innovation process.
Culture Strategy 4: Address the “lack of time” barrier.
Culture Strategy 5: Institute practices that create openness.
Culture Strategy 6: Balance the mix of people.
Culture Strategy 7: Identify mavericks.
Culture Strategy 8: Improve or change the system.
Culture Strategy 9: Examine your attitude regarding innovation and individual contributors.
Culture Strategy 10: Identify and develop champions.
Culture Strategy 11: Identify and recruit innovators.
Designing Your Firm’s Approach to an Innovation-Adept Culture
CHAPTER 4 Fortifying the Idea Factory
What is An Idea Factory?
Model 1: The Suggestion System
American Airlines’ Suggestion Program
Limitations of the Suggestion Model
Model 2: Continuous Improvement Teams
Dana Corporation’s Program
Limitations of the Continuous Improvement Model
Model 3: The Open Door Policy
Disney’s Gong Show
Pros and Cons of the Open Door Model
Model 4: New Venture Teams
EDS’s New Venture Team Model
Limits of the New Venture Model
Model 5: The Growth Incubator
Xerox’s Blue Sky Incubator
Model 6: The Top-Line All-Enterprise Approach
Appleton Paper’s GO Program
Limits of the Top-Line All-Enterprise Model
Model 7: Innovation Teams
Whirlpool’s Innovation Team Approach
Designing Your Firm’s Idea Management Process
• Assess how ideas are presently managed.
• The system should solicit ideas from everybody.
• The system must be easy to use.
• The system should have at least one full-time person to administer it.
• The system should give people permission to bypass the chain of command.
• The system should respond promptly to idea contributors.
• The system should have innovation-savvy people in place to review ideas.
• The system should involve the contributor whenever possible.
• The system should give recognition for the very act of contributing regardless of what happens with the idea.
• The system should integrate different models to fit your firm’s unique culture.
CHAPTER 5 Mining the Future
Filling the Funnel at Royal Dutch/Shell
Taking the Fuzz Out of the Front End of Innovation
How Growth-Spawning Companies Mine the Future
Mining Strategy 1: Scan and monitor the sources of innovation opportunity.
How Progressive Made Lemonade from a Regulatory Lemon
Mining Strategy 2: Create your personal future-scan system.
Component 1: Make Time for Reading
Component 2: Connect with People
Component 3: Observe Yourself
Mining Strategy 3: Integrate future scanning with your company’s idea management system.
BMW Group’s Future Scan System
Your Future-Scan System Must Fit Your Company
Mining Strategy 4: Assault industry assumptions.
Mining Strategy 5: Broaden your company’s vision.
Embracing Growth at GE
Mining Strategy 6: Strategize your place in the first-mover fast-follower race.
Before Pioneering Consider These Questions
Designing Your 21st-century Future-Mining Capability
CHAPTER 6 Filling the Idea Funnel
Reinventing Ideation
Ideation Strategy 1: Activate your own idea factory first.
Ideation Strategy 2: Benchmark and learn new ideation methods.
Ideation Strategy 3: Invite Everyone’s Participation
Ideation at Bristol-Myers Squibb
How to Involve Everyone
Invite Everyone to Participate in the Quest for Ideas
BMW’s Dialogue with Customers
Involve customers in new ways.
Using Archetype Research at DaimlerChrysler
Ideation Strategy 4: Focus on the unarticulated needs of customers.
How Innovators at Callaway Golf Discovered Bertha
Ideation Strategy 5: Seek ideas from new customer groups.
Listening to Nontraditional Customers at Philips Electronics
Ideation Strategy 6: Involve supply chain partners in ideation.
Filling the Funnel is an Ongoing Necessity
CHAPTER 7 Producing Powerful Products
Driving Growth Via New Products
How Innovation-Adept Firms Approach Product Innovation
Six Strategies for Producing Powerful Products
Product Innovation 1: Study previous breakthrough products.
Product Innovation 2: Focus relentlessly on value creation throughout the development process.
Product Innovation 3: Design and implement a new product development process.
Product Innovation 4: Use a learning strategy for more radical ideas.
Product Innovation 5: Use cross-functional teams.
Product Innovation 6: Use rapid prototyping.
Beta-Testing and Pilot Customers
Upgrading Your Own Product Strategy
CHAPTER 8 Generating Growth Strategies
Who Moved Our Value Proposition?
Category Killers: The Rapid Maturation of a Business Model
Getting Serious About Strategy Innovation Growth
The Payoff of Strategy Innovation
Doing More with Chicken at Tyson Foods
The Elements of Successful Strategy Innovation
Growth Strategy 1: Look for Opportunities in Market Positioning.
Growth Strategy 2: Look for opportunities in customer outsourcing.
Growth Strategy 3: Look for opportunities in understanding customer needs.
Growth Strategy 4: Look for opportunities to reinvent your business model.
Growth Strategy 5: Look for opportunities to redefine value-added.
Growth Strategy 6: Rethink how your product or service gets into the hands of customers.
Jump-Starting Strategy Innovation at Your Firm
CHAPTER 9 Selling New Ideas
Selling Strategies for the Global Economy
The Bottleneck Clogging the Pipeline or Why Selling Ideas Is a Growing Challenge
Seven Strategies for Selling New Ideas
Selling Strategy 1: Make everyone an idea evangelist.
Selling Strategy 2: Focus on the customer’s mean time to payback.
Webvan’s Faulty Assumptions
Selling Strategy 3: Make it safe for customers to experiment.
Selling Strategy 4: Sell conceptually.
Selling Strategy 5: Build markets for your products and services.
Selling Strategy 6: Convert the early adopters and gatekeepers first.
Selling Strategy 7: Be persistent.
How Colgate’s Total Dethroned Crest and Became America’s Top Toothpaste
Building Buy-in Among Gatekeepers First
Developing New Approaches to Selling Ideas
CHAPTER 10 Taking Action in Your Firm
Objectives
Culture
Idea Management
Ownership of the process
Rewards/Recognition
Company-wide Training
Responsibilities & Timeline
Acknowledgments
Source Notes and Resources for Further Study
Introduction
Chapter 1: What It Takes to Drive Growth
Chapter 2: Leading Innovation
Chapter 3: Cultivating the Culture
Chapter 4: Fortifying the Idea Factory
Chapter 5: Mining the Future
Chapter 6: Filling the Idea Funnel
Chapter 7: Producing Powerful Products
Chapter 8: Generating Growth Strategies
Chapter 9: Selling New Ideas
Chapter 10: Taking Action in Your Firm
Index
About the Author
About Berrett-Koehler Publishers
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更新时间：2019-01-03 11:39:48
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