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by Craig M. Vogel, Jonathan Cagan, Robert Shelton, Marc Epstein, Tony Davila
How To Become Innovative (Collection)
About This eBook
Title Page
Copyright Page
Contents
Making Innovation Work: How to Manage It, Measure It, and Profit from It, Updated Edition
Copyright Page
Praise for Making Innovation Work, First Edition
Introduction to Updated Edition
MIW’s Formula for Success
New Perspectives Emerging from Recent Experience
Conclusion
Endnotes
Introduction
Objective of This Book
1. Driving Success: How You Innovate Determines What You Innovate
Innovation Is the Power to Redefine the Industry
The Innovation Imperative: Driving Long-Term Growth in Top and Bottom Lines
How to Make Innovation Work: How You Innovate Determines What You Innovate
The Rules of Innovation
Summary: The Innovation Company
2. Mapping Innovation: What Is Innovation and How Do You Leverage It?
A New Model of Strategic Innovation
Business Model Change
Technology Change
Three Types of Innovation
Innovation Model and the Innovation Rules
3. Choosing Your Destiny: How to Design a Winning Innovation Strategy
Choosing the Right Strategy
Play to Win and Play Not to Lose Strategies
Too Much of a Good Thing
Clearly Defined Innovation Strategy Drives Change
Do You Select an Innovation Strategy?
Risk Management and Innovation Strategy
Innovation Strategy: The Case of the Pharmaceutical Industry
Strategy and the Innovation Rules
4. Organizing for Innovation: How to Structure a Company for Innovation
Organizing for Innovation
Developing an Internal Marketplace for Innovation
Outsourcing Innovation
Integrating Innovation within the Organization
The Leadership Role
Organization and the Innovation Rules
5. Management Systems: Designing the Process of Innovation
Systems and Processes Make Things Happen
The Objectives of Well-Designed Innovation Systems
Choosing and Designing Innovation Systems
Management Systems Comparison
Electronic Collaboration
Management Systems and the Innovation Rules
6. Illuminating the Pathway: How to Measure Innovation
To Measure or Not to Measure?
A Balanced Scorecard for Measuring Innovation
Designing and Implementing Innovation Measurement Systems
The Barriers to Effective Performance Measurement
Measurement and the Innovation Rules
7. Rewarding Innovation: How to Design Incentives to Support Innovation
The Importance of Incentives and Rewards
Motivation
A Framework for Incentive Systems’ Design
Setting Goals for Measuring Performance
Performance Evaluation and Incentive Contracts
Incentive Contracts
Key Considerations in Designing Incentives Systems for Innovation
Incentives and Rewards, and the Innovation Rules
8. Learning Innovation: How Do Organizations Become Better at Innovating?
The Importance of Learning
A Model of Learning
Learning Systems for Innovation
How to Make Learning Work in Your Organization
The Dynamic Nature of Innovation Strategy
Learning and the Innovation Rules
9. Cultivating Innovation: How to Design a Winning Culture
How Culture Affects Innovation
Is Innovation the New Religion?
The Danger of Success
Organizational Levers of an Innovative Culture
Different Country Cultures Breed Different Innovation Cultures
People and Innovation
The Role of Senior Management
Culture and the Innovation Rules
10. Conclusion: Applying the Innovation Rules to Your Organization
Combining Creativity with Commercial Savvy
Smart Execution
The Role of Leadership
Diagnostics and Action
Organizing Initiatives
Generating Innovation Value
Endnotes
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Bibliography
Additions to Bibliography for Updated Edition
Index
Creating Breakthrough Products: Revealing the Secrets that Drive Global Innovation
Copyright Page
Praise for Creating Breakthrough Products, Second Edition
Dedication Page
Foreword
Acknowledgments
About the Authors
Preface
What to Expect from This Book
User’s Guide
How to Use the Case Studies
Glossary of Acronyms and Terms
Part One: The Argument
Chapter One. What Drives New Product Development
Redefining the Bottom Line
Identifying Product Opportunities: The SET Factors
POG and SET Factor Case Studies
Summary Points
Notes
Chapter Two. Moving to the Upper Right
Integrating Style and Technology
Style Versus Technology: A Brief History of the Evolution of Style and Technology in the Nineteenth and Twentieth Centuries
Positioning Map: Style Versus Technology
Knockoffs and Rip-offs
The Upper Right and Intellectual Property
Revolutionary Versus Evolutionary Product Development
Summary Points
References
Chapter Three. The Upper Right: The Value Quadrant
The Sheer Cliff of Value: The Third Dimension
Value Opportunities
Value Opportunity Charts and Analysis
The Time and Place for Value Opportunities
VOs and Product Goals
The Upper Right for Industrial Products
The Upper Right of Commodity Products: Trading off Value among the Aluminum Can, the Plastic Bottle, and the Glass Bottle
Summary Points
References
Chapter Four. The Core of a Successful Brand Strategy: Breakthrough Products and Services
Brand Strategy and Product Strategy
Corporate Commitment to Product and Brand
Corporate Values and Customer Values
Managing Product Brand
Brand and the Value Opportunities
Summary Points
References
Part Two: The Process
Chapter Five. A Comprehensive Approach to User-Centered, Integrated New Product Development
Clarifying the Fuzzy Front End of New Product Development
User-Centered iNPD Process
Resource Allocation
Summary Points
References
Chapter Six. Integrating Disciplines and Managing Diverse Teams
User-Centered iNPD Facilitates Customer Value
Understanding Perceptual Gaps
Team Functionality
Part Differentiation Matrix
Issues in Team Management: Team Empowerment
iNPD Team Integration Effectiveness
Summary Points
References
Chapter Seven. Understanding the User’s Needs, Wants, and Desires
Overview: Usability and Desirability
An Integrated Approach to a User-Driven Process
Scenario Development (Part I)
New Product Ethnography
Lifestyle Reference and Trend Analysis
Ergonomics: Interaction, Task Analysis, and Anthropometrics
Scenarios and Stories
Broadening the Focus
Product Definition
Summary Points
References
Research Acknowledgments
Part Three: Further Evidence
Chapter Eight. Service Innovation: Breakthrough Innovation on the Product–Service Ecosystem Continuum
The Era of Interconnected Ecosystems: Product, Interface, and Service
Umpqua: Designing a Bank Like a Product
UPS Moves Beyond the Package Delivery Industry
The Disney Renaissance: The Ultimate Entertainment Service
Interaction Design
Summary Points
References
Chapter Nine. Case Studies: The Power of the Upper Right
Reinventing the Classroom with Upper Right Seating Systems: The IDEO and Steelcase Node
Ball Parks Play in the Upper Right: The Dallas Stadium and PNC Park
Innovation in Machining: Kennametal Beyond Blast Titanium Manufacturing
Electric Vehicle Innovation: Bringing Upper Right Transportation to the Twenty-First Century
Upper Right Open Innovation Partnerships between Companies and Universities
Summary Points
Endnotes
Chapter Ten. Case Studies: The Global Power of the Upper Right
The BRIC Countries
DesignSingapore Council: The Third Component from the Little Country That Can
Summary Points
References
Chapter Eleven. Where Are They Now?
Changing SET Factors
Summary Points
Epilogue
Future Innovators
Have Faith in the Leap
References
Index
FT Press
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Creating Breakthrough Products: Revealing the Secrets that Drive Global Innovation
To DéDé Greenberg and Leslie Frank Cagan for their support and perseverance
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