Index
Page numbers followed by f and t refer to figures and tables, respectively.
- ABC training software, 427–430
- Abraham, Jay, 63
- Abrahamson, S., 26
- Accountability, in success pyramid, 382, 383, 383f
- Acknowledgment, 439. See also Recognition
- Additions to product family, 22, 22f
- Add-ons, 21, 22f
- Advanced development projects, 92
- Advanced Micro Devices (AMD), 311–313
- Aesthetic value, 437–438, 450–451, 458
- Agile, 36–48
- in ABC training software development, 428
- at Deloitte, 37–45, 39f
- at IBM, 379–381
- at Integrated Computer Solutions, Inc., 393–400, 394f, 395f, 398f, 399f
- objective and principles of, 36–37
- Scaled Agile Framework, 389
- at Star Alliance, 46–48, 403f, 404
- steps in, 283f, 284f
- tools/methodologies for, 403f, 404
- at UNICEF USA, 389–391
- at Wärtsilä Energy Solutions, 426–427
- Agile Master Plan:
- Agile project management, 153, 154, 160
- Agility, 379
- Airbus, 33–34
- Airbus Space and Defence, 418–421, 419f, 420f
- Airbus Technocampus EMC2, 34
- Air India, 493
- Alexander, Jack, 246
- Allen, Paul G., 66
- Alliance strategy, 65
- All Nippon Airways (ANA), 30, 491–494
- Alt-Simmons, Rachel, 360
- Altura Ventures, 378
- Al-Waleed, Prince, 469
- Amazon.com, 306
- Ambiguity, 120, 121, 121t, 279, 334
- AMD (Advanced Micro Devices), 311–313
- American Airlines, 491
- American Productivity and Quality Center (APQC), 28
- Ampore Faucet Company (case study), 503–506
- ANA (All Nippon Airways), 30
- Analysis-paralysis, 336
- Anderson, Ken, 445, 446, 448
- Apple, 375–377
- Application engineering strategy, 90
- Applied research projects, 92
- Approximate (top-down) estimates, 175
- APQC (American Productivity and Quality Center), 28
- Arcadis, 179–187, 186f
- Ariely, Dan, 288
- Arup, Ove, 499, 502, 503
- Ashworth, Harry Ingham, 502
- Askin, Robert, 501
- Assumptions, 167–169, 169f
- Atencio, Xavier, 448, 453, 455
- Autonomy, 15
- Balancing Individual and Organizational Values (Hultman and Gellerman), 246
- Barreto, I., 150
- Basic research projects, 92
- Bauer, Michael, 190
- BCG model, see Boston Consulting Group portfolio model
- BDPR, see Business-drive program Roadmap
- Bel, Roland, 126
- Benchmarking, 9–10
- Benefits, 248–249
- Benefit realization plan, 165, 166
- Benefits realization management, 249
- Ben Mahmoud-Jouini, S., 137
- Bennahum, David, 510, 512, 522, 524–525
- Bertiger, Bary, 508–510, 520
- Bessant, J., 14
- Best practices, 160, 161, 323
- Bettesworth, Gary, 380, 381
- BI (business intelligence), 134, 300–301
- “Big hairy audacious goals” (BHAGs), 170
- Board of directors, 11, 59
- Boeing:
- Boland, Jim, 379, 381
- Bontis, N., 254
- Bootlegged projects, 91–92, 127–128
- Booz, Allen, and Hamilton, 106, 107
- Boston Consulting Group (BCG) portfolio model, 68–69, 69f, 71–73, 95, 95f
- Boundary boxes:
- Bower, Joseph, 316
- Bowman, Douglas, 120
- Brainstorming, 105, 138–141, 334, 433–435
- Brand value strategy, 65
- Bricks and clicks business model, 306
- Brier, David, 95
- Brown, Brene, 4
- Buchen, Irving, 384
- Budgeting, 67, 175–176
- Buffett, Warren, 251
- Business case, 117, 118, 121
- Business-drive program Roadmap (BDPR), 418–421, 419f, 420f
- Business intelligence (BI), 134, 300–301
- Business models, 295–313
- of Apple, 376
- Boeing 787 Dreamliner (case study), 489–496
- and business intelligence, 300–301
- change in, 297
- characteristics of, 299
- co-creation built into, 32–33
- critical issues/challenges with, 313
- for Disney projects, 457. See also Global business model innovation (Disney case studies)
- for Disney Tokyo, 459, 463
- disruption of, 317–319
- enhancements for, 303–305, 305f
- failure of, 310
- identifying threats to, 308–309, 309t
- Iridium business model failure (case study), 508–534, 526t
- and lawsuits, 310–313
- project manager as designer of, 297–298
- skills for innovators of, 301–303, 303f
- and strategic alliances, 308
- and strategic partnerships, 300
- and success of innovation projects, 368
- types of, 305–307
- for UNICEF Kid Power development, 390
- use of term, 296
- and value, 298–299
- Business need, 4–7, 165
- Business ownership, changes in, 166
- Business process innovation, 368
- Business side of success:
- Business value, 10, 219, 249, 295, 355, 364–365, 364f
- Cahill, Joseph, 496, 498
- Calabretta, G., 161
- Candidate Experience Platform (CEX), 38–45
- Capacity planning, 66–67
- Caputo, Michele A., 190
- Carlton, Richard P., 385
- Carnelós, Carlos, 381
- Carr, Martin, 500
- Case studies, 431–534. See also Innovation in action
- Airbus core innovation capability, 230–240, 232t
- Ampore Faucet Company views on innovation, 503–506
- Boeing 787 Dreamliner business model, 489–496
- Disney culture and global innovation opportunities, 456–475, 462t, 465t–466t, 471t, 472t
- Disney innovation creation, 441–456, 443f
- Disney innovation project management skills, 431–441
- Disney partnerships in global business model, 476–489, 481t, 482t, 488t
- IdeaSpace, 231–240
- Iridium business model failure, 508–534, 526t
- Leckey-Firefly, 225–226
- Magneti Marelli, 222–223
- multiple innovation sponsors, 506–507
- National Health Service of the UK, 227–228
- Redwood Credit Union, 223–224
- Sydney Opera House, 496–503
- Total France, 228–229
- Cash cows (in BCG model), 69, 69f, 71
- Cash flow, as roadblock to innovation, 335
- Catmull, Edwin, 1
- Cauley, L., 523
- CCB (change control board), 177–178
- CEX (Candidate Experience Platform), 38–45
- Chaney, Chris, 508
- Change control board (CCB), 177–178
- Change cycle, 345–348, 347f, 348f
- Cheng, J. Y., 59
- Chesbrough, H. W., 34, 241, 422
- Choi, Quan, 387
- Christensen, C., 23, 315, 316, 318
- Claircom, 524, 527
- Clark, K. B., 23
- Classification systems:
- Closed innovation, 23–25, 376
- Coats, Claude, 431, 439, 447
- Co-creation, 27–33, 28f
- Co-creation strategy, 65
- Co-creation team, 151
- Collaboration, 132, 221, 332, 379, 390
- Collective belief, 516–517
- Collective business model, 306
- Collins, Jim, 303–304
- Co-located teams, 152–153
- COMAU, 400–408, 401f–407f
- Commercial intelligence, 66
- Communication:
- Competencies. See also Core competencies
- Competitive Advantage (Porter), 266
- Complexity, 120–122, 165, 334, 443, 444
- Conference papers/presentations, 333
- Confidentiality agreements, 103
- Configuration management, 176, 177
- Connecting, 132
- Constraints, 244
- Contract (outsourced) R&D, 101–102
- Control:
- Coombs, R., 9
- Core competencies, 74–77, 305, 305f, 366–368, 367t
- Corporate culture, see Organizational/corporate culture
- Cost:
- Cost-reduction efforts, 21
- Coupling, 98–99, 98f, 99f
- Creative destruction, 21, 34
- Creativity, 138
- Cremer, Lothar, 500
- Crisis-driven innovation, 58
- Crisis management, 120, 122–123
- Critical assumptions, 168
- Critical success factors (CSFs), 150–151, 257, 264, 357, 358
- CRM (customer relations management), 28, 258
- Crowdsourcing, 26–27, 377
- Crump, Rolly, 447, 451
- CSFs, see Critical success factors
- Culture(s), 123. See also Innovation culture; Organizational/corporate culture
- Cuomo, Andrew, 312
- Curl, Tony, 23
- Customer approval milestones, 173–174
- Customers/consumers:
- Customer-driven innovation, 35
- Customer life-cycle, 197–198, 197f
- Customer relations, 356, 357f
- Customer relations management (CRM), 28, 258
- Customer value management (CVM), 28, 258–261, 259t, 292
- Cutting out the middleman model, 306
- CVM, see Customer value management
- Daikin, 53–54
- Data discovery, 134
- Davis, Alice Estes, 445
- Davis, David, 516–517
- Davis, Marc, 445, 447
- Defensive innovation, 57, 95–96, 95f
- Definitive estimates, 176
- Deliverables, 248–251, 353, 354
- Dell Computer, 306, 312–313
- Deloitte Central Europe, 37–45
- Department of Defense (DOD), 323, 355
- Desch, Matt, 533–534
- Design freeze milestones, 172–173
- Design star, 343, 344f
- Design thinking, 135–138, 136f, 379–381
- Development:
- Diener, K., 304
- Direct sales model, 306
- Discontinuities, 309, 309t
- Discontinuous innovation, 57
- Disney:
- constraints at, 365
- culture and global innovation opportunities (case study), 456–475, 462t, 465t–466t, 471t, 472t
- Imagineering division, 139, 140, 431–441
- innovation creation: Haunted Mansion (case study), 441–456, 443f
- innovation project management skills (case study), 431–441
- integrated services at, 463–464
- partnerships in global business model innovation (case study), 476–489, 481t, 482t, 488t
- Disney, Walt, 432, 433, 435, 445–448
- Disney Book Group, 433, 438
- Disruption, 318, 319
- Disruptive innovation, 23, 58, 315–326
- Disruptive technologies, 316, 320
- Distribution business model various fee in, free out, 306
- Diversity, 350
- DOD (Department of Defense), 323, 355
- Dogs (in BCG model), 69, 69f, 71
- Dovale, Tony, 27, 321
- Drew, Richard, 128
- Dru, J., 320–321
- Drucker, Peter, 2, 4, 321
- Dubai Customs, 202–207, 203f–206f
- Durstewitz, Markus, 231–233, 235, 240
- Dvir, D., 59
- Earned Value Measurement System (EVMS), 355–356
- Easy value metrics, 253–255, 253t, 254t
- EBay, 306
- Eco-innovation, 57
- Economic evaluation of projects, 108–111, 110f, 111f
- Egan, Bruce, 529
- EI (emotional intelligence), 134–135
- Eisner, Michael, 459, 462, 467, 470, 479
- Eli Lilly competency model, 77–88
- Emotional intelligence (EI), 134–135
- Enders, Tom, 230
- Engagement, improving, 221
- Engineering changes, 93
- Enhancements, 21
- Enterprise environmental factors, 168, 169, 456–459
- Enterprise project management, 304, 353
- Entrepreneurial teams, 322
- Entrepreneurship strategies, 97
- Environment, 332
- Environmental scanning, 75
- Estimates, 175–176
- Estimating manual, 176
- Ethiopian Air, 493, 533
- Evaluation recommendations, 165
- EVMS (Earned Value Measurement System), 355–356
- Evolutionary innovation, 315
- Execution:
- Exit strategies, 165
- Explicit assumptions, 167–168
- Extrinsic rewards, 287–288
- Facebook, 377–378
- Facilitation (term), 343
- Failure:
- of business model innovation, 310
- categories of, 359, 359f
- causes of, 368–371
- of co-creation initiatives, 33
- criteria for, 371, 372
- cultural, 123
- defining, 359
- degrees of, 358–359, 359f
- at Euro Disney, 467
- of Iridium business model, 508–534, 526t
- in life-cycle phases, 262
- of public-sector projects, 50–51
- to search for ideas, 331
- of success, 329–330
- of traditional metrics/KPIs, 266
- in using value metrics, 273
- Farmer, E. H., 500
- Farrelly, Elizabeth, 501
- FedEx, 305
- FFE, see Fuzzy front end
- Figueroa, José R., 190
- Finance and accounting, SWOT analysis of, 76
- Financial innovation, 57
- Financial uncertainty, 335
- Finnish Aid nontechnical innovation, 55–56
- First to market strategy, 89, 99
- Flower, J., 511
- Followership innovation, 58
- Follow the leader strategy, 89–90, 99
- Forecasting, 171
- Form study prototypes, 142
- Foundation, in success pyramid, 382, 383f
- Franchise business model, 306
- Frees, Paul, 452
- Fremium business model, 307
- Fry, Arthur, 128
- Full-scale development projects, 92
- Functional prototypes, 142
- Funding for innovation, 4–5, 335, 349–350, 385
- Fuzzy back end, 117
- Fuzzy front end (FFE), 117–118, 137, 161
- Galileo, 278
- Galvin, Christopher, 510, 514
- Galvin, Robert, 510, 514, 516
- Gänge, Konstantin, 233–235, 237, 240
- GEA, 410–418, 411f–414f
- Gelb, Michael J., 10
- Gellerman, Bill, 246
- Gemser, G., 161
- General Electric (GE) portfolio model, 69–71, 70f, 71f
- George Harrison Fund for UNICEF, 30, 34, 51
- Georgia Institute of Technology, 421
- GE portfolio model, see General Electric portfolio model
- Gercenstein, Mark, 515
- Gibson, R., 325
- Global business model innovation (Disney case studies), 476–489, 481t, 482t, 488t
- Globalstar, 519, 520
- Gnyawali, D. R., 34
- Goals, 169, 170, 361, 383, 383f. See also Strategic goals/objectives
- Goff, Harper, 445
- Goldman Sachs & Co., 520
- Goodbye to Deerland, 426
- Google, 384
- Goossens, Eugene, 498
- Governance, 115–116
- Government/government agencies:
- Govindarajan, Vijay, 299
- Gracey, Yale, 447, 451
- Graffius, Scott M., 36
- Grams, P., 515
- Grant, Roy, 524, 526
- Grass roots projects, 91
- Greer, David J., 26
- Growth life-cycle portfolio, 70, 72f
- Groysberg, B., 59
- Gurtner, S., 322
- Half Double methodology, 339–342, 340f, 341f, 348
- Hall, Peter, 500
- Hamel-Smith, Ocian, 74
- Hard value metrics, 253–255, 253t, 254t
- Harvesting team, 151
- Haunted Mansion (case study), 441–456, 443f
- Hench, J., 431, 438, 439, 448
- Hersman, Deborah, 493
- Hewlett Packard, 384
- Hidden innovation, 57
- High-end disruptive innovations, 320
- Hillis, Durrell, 510, 511
- Hitachi, Ltd., 52–54
- Hoare, H. R. “Sam,” 501
- Home Depot, 305
- Hopp, C., 317, 319
- HP Labs, 280
- Huerta, Michael, 491
- Hughes, Davis, 502
- Hultink, E. J., 362
- Hultman, Ken, 246
- Human behavior, project selection and, 94
- Humanitarian innovation, 51–54., See also Social innovation
- Human resource management, 76–77, 332–333
- Hybrid jobs, 381
- Hynes, Martin D., III, 77
- HYPE Innovation, 230–241, 232f
- IBM, 301, 378–381
- Ideas:
- Idea development, 118
- Idea generation, 127–128
- Idea genesis, 118
- IdeaScale, 222–224
- IdeaSpace, 231–240
- Iger, Robert A., 487
- Imaretska, E., 143–144
- Inazuka, Tooru, 53
- Inbound innovation, 58
- Inclusion, 350
- Incorporated joint ventures, 478
- Incremental innovation, 20–22, 22f, 116
- Information and knowledge management, 159–218
- at Arcadis, 179–187, 186f
- assumptions, 167–169, 169f
- budgeting, 175–176
- communication, 178–187
- critical issues/challenges in, 217–218
- at Dubai Customs, 202–207, 203f–206f
- in fuzzy front end phase, 118
- growth in information, 163f
- information warehouses, 160–163
- in innovation cultures, 126
- innovation planning overview, 163–167
- intellectual capital components, 164f
- knowledge management components, 161f
- life-cycle phases, 171–174, 174f
- at Merck, 207–210, 208f
- at NTT Data, 187–190
- at Philips Business Group MA&TC Services, 190–202, 193f, 195f–197f, 200f
- at Repsol, 210–214
- scheduling, 176
- scope change control, 176–178
- staffing innovation projects, 213, 215–217, 216f
- validating objectives, 169–171
- work breakdown structure, 175
- Information warehouses, 160–163
- InnoVate Platform, 413–414, 413f
- Innovation(s), 19–60. See also specific topics
- Agile, 36–48
- board of directors' role in, 59
- business process, 368
- categories of, 73–74, 74f, 315–316
- classification systems for, 8, 58–59
- closed, 23–25, 376
- co-creation, 27–33, 28f
- and creativity, 334
- crisis-driven, 58
- critical interactions for, 12f
- critical issues/challenges in, 60–61
- crowdsourcing, 26–27
- defensive, 57, 95–96, 95f
- defining success of, 354
- definitions for, 2–4, 19
- differing views on (case study), 503–506
- discontinuous, 57
- disruptive, 58. See also Disruptive innovation
- eco-, 57
- evolutionary, 315
- examples of, see Innovation in action
- financial, 57
- finding project sponsor for, 60
- followership, 58
- government, 48–51
- hidden/invisible/stealth, 57
- human behavior side to, 8
- humanitarian or social, 51–54
- incremental, 116, 117, 318
- incremental vs. radical, 20–23, 22f
- industry-specific, 7
- institutional, 57
- literature on, 7–8
- negative, 139
- nontechnical, 54–56
- offensive, 57, 95–96, 95f
- open, 24–35. See also Open innovation
- open sustainability, 57
- process, 3, 57, 317, 368
- product, 57
- product development, 21–23, 22f
- pulled (or inbound), 58
- purposes of, 3, 74
- pushed (or outbound), 58
- R&D differentiated from, 4
- reasons for, 10, 66
- revolutionary, 316
- service, 57
- social, 57
- strategic, 3
- in strategic planning, 66–67
- sustaining, 315–316
- typical cash flow with, 13f
- value (or value-driven), 35–36
- value-added, 56–57
- Innovation competencies, 16
- Innovation cultures, 123–127
- Innovation funding, 4–5, 335
- Innovation governance, 144–145, 277–278
- Innovation in action. See also Case studies
- ABC training, 427–430
- Airbus co-creation partnerships, 33–35
- Airbus Space and Defence, 418–421, 419f, 420f
- Apple, 375–377
- Arcadis, 179–187, 186f
- COMAU, 400–408, 401f–407f
- Deloitte Central Europe, 37–45, 39f
- Dubai Customs, 202–207, 203f–206f
- Eli Lilly, 77–88
- Facebook, 377–378
- Finnish Aid, 55–56
- GEA, 410–418, 411f–414f
- Hitachi, Ltd., 52–54
- HYPE Innovation, 230–241, 232f
- IBM, 378–381
- IdeaScale, 222–224
- InnovationLabs, 277–288
- Integrated Computer Solutions, Inc., 393–400, 394f, 395f, 398f, 399f
- Medtronic, 130–133
- Merck, 207–210, 208f
- Motorola, 385–386
- Naviair, 336–348, 340f–342f, 344f–348f
- NTT Data, 187–190
- Philips Business Group MA&TC Services, 190–202, 193f, 195f–197f, 200f
- Qmarkets, 225–230
- Repsol, 210–214, 212f, 214f
- Samsung, 392–393
- Star Alliance, 46–48
- Texas Instruments, 382–385, 383f
- 3M, 384–385
- thyssenkrupp, 421–424, 422f, 423f
- Tokio Marine and Nichido Systems, 408–410
- UNICEF USA, 388–391
- University of Cincinnati student organization, 349–351
- Wärtsilä Energy Solutions, 424–427, 425f
- Zurich North America, 386–388
- Innovation knowledge, 242
- Innovation labs:
- InnovationLabs LLC, 277–288
- Innovation leadership:
- Innovation management:
- Innovation management software, 219–242
- Innovation metrics, 278–288. See also Value metrics
- aligning rewards and, 287–288
- dark side of, 288–290
- external, 280
- in governance, 277–278
- for human resources, 287
- for innovation development, 285–286
- for insight, 285
- internal, 281
- for market development, 286
- people, 281
- for portfolios, 283–284
- qualitative and quantitative, 281–287
- for research, 284–285
- and ROI-based models, 278–280
- for selling, 286
- for strategic thinking, 282, 283
- transversal metrics, 286–287
- Innovation network, 242
- Innovation pillars (COMAU), 401–408, 402f–407f
- Innovation planning, 163–167
- Innovation portfolio management, 148–151, 149f, 397–400, 398f–399f
- Innovation portfolio project management office (IPPMO), 148–151, 149f, 290
- Innovation project management (IPM), 1–17–7
- benchmarking in, 9–10
- business need for, 4–7
- critical issues/challenges in, 17
- and definitions for innovation, 2–4
- at Disney (case study), 431–441
- Eli Lilly competency models, 77–88
- innovation pillars in, 401–408, 402f–407f
- innovation targeting in, 12–13
- literature on innovation, 7–8
- literature on project management, 8–9
- scaling project management innovation, 14–16
- in small companies, 14
- traditional project management vs., 2, 121, 121t
- value as missing link in, 10–11
- Innovation project managers (IPMs), 219
- Innovation project teams, 22–23, 370
- Innovation targeting, 12–13, 12f, 13f, 386
- Innovation team(s), 151–153, 152f, 322, 331
- The Innovator's Dilemma (Christensen), 316
- The Innovator's Solution (Christensen and Raynor), 316
- Institutional innovation, 57
- Intangible assets, 289
- Intangible value metrics, 253–255, 253t, 254t, 273–274
- Integrated Computer Solutions, Inc., 393–400, 394f, 395f, 398f, 399f
- Integrated product/project teams (IPTs), 321–324, 324t
- Intel, 305, 311–313
- Intellectual capital, 162, 163, 164f
- Intellectual property rights, 25, 103, 333–334, 376
- Intelligent innovation management software, 242
- Internal disruption, 321
- Intrinsic rewards, 287–288
- Investment in innovations:
- Investment life-cycle approach, 361, 361f
- Invisible innovation, 57
- IPM, see Innovation project management
- IPMs, see Innovation project managers
- IPPMO, see Innovation portfolio project management office
- IPTs (integrated product/project teams), 321–324, 324t
- Iridium business model failure (case study), 508–534, 526t
- ascent of project, 523–525
- Bankruptcy Court hearing, 532
- and collective belief, 516–517
- debt financing for, 519–520
- descent of project, 525–529
- “hidden” business case, 514
- infancy years for project, 517–519
- IPO for, 522
- and Iridium “flu,” 529
- Iridium system, 512
- launching venture, 511–512
- marketing campaigns, 523
- M-Star project, 520–521
- naming of project, 450
- obtaining executive support, 450
- project initiation, 513–514
- project management at Motorola and Iridium, 521–522
- rescue of Iridium, 531–532
- risk management, 514–516
- satellite deorbiting plan, 530–531
- satellite launches, 522
- satellite network of, 512–513
- shareholder lawsuits, 532
- Staiano as CEO, 521
- white knight for, 529
- Iron triangle, 354
- Irvine, Dick, 449
- Isaacson, Walter, 376
- Kakati, M., 361, 362
- Kaplan, R. S., 146–147
- Kaplan, S., 298, 302, 303, 310
- Kaye, Debra, 178
- Keeley, L., 58
- Keyes, Jim, 318–319
- Key intangible performance indicators (KIPIs), 254
- Key performance indicators (KPIs), 264–266, 264t
- Kidd, William, 508
- Kid Power Band, 51, 388–391
- Kim, W. Chan, 35
- KIPIs (key intangible performance indicators), 254
- Knape, Weldon, 531
- Knowledge management systems, 161, 162. See also Information and knowledge management
- Koen P., 118
- Konechnik, Thomas J., 77
- KPIs, see Key performance indicators
- Krippendorff, Kaihan, 19, 159, 169
- Kuczmarski, T. D., 290
- Kumar, V., 323, 325
- Kytonen, Sherry, 428–430
- LaHood, Ray, 491
- Lamont, J., 289
- Lawsuits, business models and, 310–313
- LCCA (life-cycle cost analysis), 489–490
- Leadership. See also Innovation leadership
- Leadership style, 248
- Lean manufacturing strategy, 65
- Learning curves, 176
- Leckey-Firefly (case study), 225–226
- Legal requirements, in business case, 165
- Lenfle, S., 297
- Leopold, Raymond, 509, 510
- Lewin, Kurt, 179, 182
- LFV, 338
- Licensing agreements, 333, 476–477
- Licensing rights, 333–334
- Life-cycle cost analysis (LCCA), 489–490
- Life-cycle phases, 171–174, 174f
- Life-cycle portfolio models, 70–71, 71f–73f
- Line of sight, 119, 135, 136, 330–331, 334
- Lion Air, 533
- Littlemore, D. S., 500
- Lloyd, Carmen, 531
- Loch, C., 8
- Lockheed, 519
- Logistics, in success pyramid, 383, 383f
- LOT Polish Airlines, 493
- Low-end disruption, 318–320
- Luchs, M. G., 140
- Lumada, 52–54
- Lüttgens, D., 304
- McCaw, Craig, 529, 530
- McDonald's, 305
- McDonnell Douglas Corp., 519
- McKeown, Max, 64, 115
- McKnight, William, 126
- McLean, W., 124, 173
- McNerney, James, 491
- Magneti Marelli (case study), 222–223
- Management:
- Mann, Robert, 496
- Manufacturing:
- Market attractiveness, 70f, 71f
- Market growth analysis, 71
- Marketing, 12
- coupling between R&D, manufacturing, and, 98–99, 98f, 99f
- in defining success of innovation projects, 360–363, 361f
- innovation project manager involvement with, 88–90
- of Iridium, 523
- in R&D priority setting, 100–101
- strategic innovation planning role of, 67–68
- SWOT analysis of, 75
- “wish list” of, 66–67
- Marketing-dominated companies, 101
- Market share analysis/strategies, 70–73, 71f
- Marquis, D., 20
- Marshall, Graham, 386
- Martino, J., 108, 109
- Maurer, Rick, 345, 346
- Maurya, Ash, 123
- Mead, Richelle, 12
- Measurement. See also Metrics
- Medtronic, 130–133
- Melik, R., 162, 172
- Merck, 207–210, 208f
- Merrow, D., 122
- “Me too” strategy, 90
- Metrics, 160
- in aligning projects and strategic business objectives, 275–277, 275f–277f
- audiences for, 264t
- bases on success/failure criteria, 372
- categories of and metrics selection, 264
- dark side of, 288–290
- development of, 353–354
- early development of, 356
- for innovation governance, 277–278
- at InnovationLabs, 277–288
- for innovation project management, 254. See also Innovation metrics
- of operational and strategic business success, 354
- for risk management, 406, 407f
- selecting, 264–266
- of success, 362
- for tracking assumptions, 302, 303f
- traditional, failure of, 266
- as value metrics, 243. See also Value metrics
- Metrics management program, 290–292
- Meyer, Stacy, 190
- Microsoft, 422
- Midttun, Lisa, 190
- Miles, R. E., 125
- Milestones, 171–174
- Mindset:
- Mitchell, John, 511, 517, 518
- Mock-ups, 436–437
- Mondale, Leo, 511
- Mootee, I., 135, 136
- Morris, Langdon, 393
- Motorola, 385–386. See also Iridium business model failure (case study)
- Muller, A., 289
- Multidisciplinary teams, 378
- Multiple sponsors (case study), 506–507
- Nagji, Bansi, 209
- Nagy, D., 317
- National Health Service (NHS) (case study), 227–228
- Navarra, Anthony, 518, 529
- Naviair, 336–348, 340f–342f, 344f–348f
- Negative innovation, 139
- Netflix, 306, 318–319
- Networking, 132
- New-market disruption, 318
- New product and process development (NPPD), 118
- New product development (NPD), 116
- activities in, 106–107, 106f, 107f, 116
- and change in business model, 368
- competency-enhancing or -destroying, 366, 367t
- freezes in, 172–173
- fuzzy front end of, 117–118
- innovation categories, 21–23, 22f
- integrated product/project teams for, 323
- project management framework for, 403–404, 404f
- stages/phases of, 117
- stockholder/stakeholder pressures on, 5
- Next generation products, 22, 22f
- Ng, H. S., 254
- NHS (National Health Service) (case study), 227–228
- Nondisclosure agreements, 103
- Nontechnical innovation, 54–56
- Nontraditional life-cycle phases, 174, 174f
- Norton, D. P., 146–147
- Norton, Richie, 4, 27
- Nowacki, Edward J., 517–518
- NPD, see New product development
- NPPD (new product and process development), 118
- NTT Data, 187–190
- NUAC, 338
- Objectives. See also Strategic goals/objectives
- OECD (Organisation for Economic Cooperation and Development), 58
- Offensive innovation, 57, 95–96, 95f
- Oliver, Dave, 531
- One size fits all approach, 8, 330
- Open innovation, 24–35
- Open Knowledge, 222–223
- Open sustainability innovation, 57
- Opportunity analysis, 118
- Opportunity identification, 118
- Opportunity options, 165
- Opportunity-seeking, 66
- Order-of-magnitude estimates, 175
- Organisation for Economic Cooperation and Development (OECD), 58
- Organization, 12
- Organizational/corporate culture, 123–126, 150, 171. See also Innovation cultures
- Organizational process assets, 169
- Oriental Land Company, 479, 481
- Osterwalder, A., 299, 300
- Outbound innovation, 58
- Outcomes, 353, 354
- Outputs (deliverables), 248–251
- Outsourcing, 101–102, 490
- Ove Arup and Partners, 499, 502, 503
- Ownership:
- Paper prototypes, 142
- Park, B.-J., 34
- Parker, Mark, 319
- Partnerships:
- Patents, 333
- Pauling, Linus, 105
- Pay what you can (PWYC) business model, 307
- Pay what you want (PWYW) business model, 307
- PDMA (Product Development and Management Association), 2
- Pedersen, C. L., 135
- Perceived value, 257, 362
- Performance, definitions of, 356
- Peterson, Kenneth, 509
- Philips Business Group MA&TC Services, 190–202, 193f, 195f–197f, 200f
- Phillips, J., 255
- Pich, M. T., 58
- Pigneur, Y., 299, 300
- Planning failures, 368–369
- Platforms, 30
- Platform strategy, 65
- PMs, see Project managers
- PM 1.0, 154t–156t
- PM 2.0, 153–156, 154t–156t
- PM 3.0, 156, 156t
- PM3 methodology, 188–190
- PMBOK ® Guide (PMI), 5, 134, 199, 297
- PMI, see Project Management Institute
- PMO, see Project management office
- PMO (portfolio [strategic] project management office), 64–65, 97
- Politics, 332
- Political failures, 370
- Porter, Michael, 266
- Portfolio of products/services:
- Portfolio (strategic) project management office (PMO), 64–65, 97
- Potato model, 343, 344f
- Predictably Irrational (Ariely), 288
- Prima donnas, 112, 332, 337
- Primary value, 11
- Priority setting, 99–101, 109, 110f–111f
- Problem children, 71
- Process benchmarking, 9–10
- Process innovation, 3, 57, 317, 354, 368. See also Defensive innovation
- Process skills competencies, 77–78, 81–84
- Product design, 117
- Product Development and Management Association (PDMA), 2
- Product implementation, 117
- Product innovation, 57. See also Offensive innovation
- Production support projects, 92
- Product life cycles, 70–71, 71f–73f, 91, 98–99. See also Life-cycle phases
- Product portfolio analysis, 68–74, 69f–74f
- Product/quality improvements, 21
- Profit life-cycle portfolio, 71, 72f
- Projects:
- Project closure, 160, 255
- Project culture, 123–124
- Project financing, 460–461, 520
- Project management, 11
- innovation, 2, 121, 121t, 296. See also Innovation project management (IPM)
- innovation management vs., 5
- literature on, 8–9
- PM 1.0, 2.0, and 3.0, 153–156, 154t–156t
- relationship between value and, 261–263, 263f
- at thyssenkrupp, 423–424
- traditional, 2, 8, 121, 121t, 159–160, 244, 296, 297
- and value, 261–263
- Project Management Institute (PMI), 2, 5, 192, 193, 301, 441. See also PMBOK® Guide
- Project management office (PMO):
- Project managers (PMs), 5–6. See also Innovation project managers (IPMs)
- changing role of, 353
- COMAU PM Academy for, 406–408
- as designer of business models, 297–298
- in disruptive innovation projects, 325
- hybrid jobs of, 381
- innovation management skills of, 8
- mindset of, 338–339, 354
- PMI certification of, 301
- timing of assignment of, 167
- in traditional project management, 64, 304
- Project selection, 107–108. See also Strategic planning
- Project teams, 125
- Project termination, 112–113
- Project value, 249, 292. See also Value
- Project workloads, 332–333
- Proof-of-principle prototypes, 141
- Proof of technology (PoT), 387
- Prototypes, 137, 141–143
- Public sector innovation, 48–51
- Pulled (or inbound) innovation, 58
- Pushed (or outbound) innovation, 58
- PWYC (pay what you can) business model, 307
- PWYW (pay what you want) business model, 307
- Radical innovation, 20–23, 22f, 129–130, 376
- Ramos, Andy, 224
- Randhawa, Jag, 2
- Ratnakar, Sukant, 317
- Ravenscroft, Thurl, 455
- Raynor, M., 316, 318
- R&D, see Research and development
- R&D dominated companies, 101
- Readjustment of projects, 111–112, 372
- Ready-to-use therapeutic food (RUTF), 51
- Recognition, 221, 385, 439
- Recruiting, 385
- Redwood Credit Union (case study), 223–224
- Reinhardt, R., 322
- Repsol, 210–214, 212f, 214f
- Research:
- Research and development (R&D):
- contract (outsourced), 101–102
- coupling between marketing, manufacturing, and, 98–99, 98f, 99f
- economic evaluation of projects, 108–111, 110f, 111f
- government influence in, 103–104
- idea sources for strategic planning, 105–107, 106f, 107f
- innovation differentiated from, 4
- life-cycle phases for projects, 128–129
- modeling planning function for, 96–99, 96f–99f
- priority setting in, 99–101
- project readjustments, 111–112
- projects classification, 91–92
- project selection issues, 107–108
- project termination, 112–113
- Research and development ratio, 93–94
- Resilience, 379
- Resources:
- Resource management, 213, 215–217, 216f
- Resource restrictions, 27
- Results, in success pyramid, 383, 383f
- Return on investment (ROI), 278–280
- Revolutionary innovation, 316
- Rewards, 287–288, 385, 397–400, 398f–399f
- Reward systems, 129–130
- Richardson, John, 526, 527
- Rigby, D. K., 37
- Risks:
- assessing, 122
- with assumptions, 334
- balancing, 396–397
- in business case, 165
- with co-creation, 33
- with crowdsourcing, 26
- and human factors, 122
- in new aircraft design, 494–495
- with open innovation, 24–25
- with radical innovation, 20, 21
- risk/reward evaluation, 397–400, 398f, 399f
- types of, 112
- with types of projects, 33
- weighting, 397–400, 398f, 399f
- Risk intensity, 93, 93f
- Risk management, 119–123, 120f, 121t
- Risk/reward evaluation, 397–400, 398f, 399f
- Ritter, T., 135
- Roadblocks to innovation, 329–351
- analysis-paralysis, 336
- cash flow and financial uncertainty, 335
- control, 335–336, 336f
- critical issues/challenges with, 351
- failing to search for ideas, 331
- “failure of success,” 329–330
- innovation funding, 335
- insufficient line of sight, 330–331
- intellectual property rights, 333–334
- lack of collaboration, 332
- Naviair's handling of, 336–348, 340f–342f, 344f–348f
- not understanding creativity–innovation relationship, 334
- one size fits all, 330
- overcoming, at University of Cincinnati, 349–351
- politics, 332
- prima donnas, 332
- project workloads, 332–333
- sense of urgency, 331
- too many assumptions, 334
- Robben, H. S. J., 362
- Rock David, 343, 345, 345f
- ROI (return on investment), 278–280
- Rule of inversion, 356
- RUTF (ready-to-use therapeutic food), 51
- Sabbatical leaves, 104
- Safety constraint, 433, 442, 450, 458, 490
- Sailer, Richard F., 432
- Sales, in project selection, 94
- Samit, Jay, 295, 316, 358
- Samsung, 392–393
- Sanctioned direction, in success pyramid, 382, 383f
- Saren, M. A., 58
- Satisfied customers, 317
- Scaled Agile Framework, 389
- Scaling project management innovation, 14–16
- SCARF model, 345, 346f
- Schedule acceleration, 331
- Scheduling, 93, 176
- Schumpeter, J., 34
- Scientific/technical expertise, 77–81
- Scope:
- Scope change control, 176–178
- Scope freeze milestones, 172
- Scrum, 160, 389
- Secondary value, 11
- Secrecy agreements, 103
- Sense of urgency, 331
- Service innovation, 57
- Sewell, Bruce, 312
- Shabatat Theory, 180–182
- Shareholder value, 10
- Sharman, Robin, 116
- Shenhar, A. J., 59
- Shosteck, Herschel, 508, 528
- Sicotte, H., 150
- Sinek, Simon, 342
- Sippy, Haresh, 103
- Sivers, Derek, 127
- Sklar, Martin, 431, 439, 446
- Sloane, Paul, 13, 65
- Small companies, 14
- SMART objectives, 170
- Smith, Galen K., 379, 380
- Snow, C. C., 125
- Social innovation, 51–54, 57
- Social learning, 200–202
- Social media, 390
- Soft value metrics, 253–255, 253t, 254t
- Software innovation. See also Innovation management software
- SOLiD Framework, 190, 196, 199–200, 200f
- Sorenson, Charles E., 329–330
- Souder, W., 109, 110f–111f, 112
- Sourcing business model, 306–307
- Southwest Airlines, 306
- SOW (statement of work), 442–444
- Space X, 533
- Specifications, 92, 177
- Speed, Jeffrey, 470
- Speed to market, 221
- Spekman, R. E., 308
- Spencer, John, 111
- Spinoff innovations, 128–129
- Sponsors, 60, 151, 335, 506–507
- Spotts, Kandace, 387
- Srivastava, M. K., 34
- Staffing innovation projects, 213, 215–217, 216f, 332
- Stage gates, 387–388
- Staiano, Edward, 521, 524, 526
- Stakeholders:
- Stakeholder management, 390, 408–410
- Star Alliance, 46–48
- Starbucks, 306
- Stars (in BCG model), 68, 69f, 71
- Statement of work (SOW), 442–444
- Stealth innovation, 57
- Stealth projects, 127–128
- Stockholders, 5, 360
- Storyboards, 436
- Storytelling, 140–141, 433–434, 439
- Strategic alliances, 308
- Strategic assumptions, 168
- Strategic benchmarking, 9
- Strategic goals/objectives:
- aligning ideas for innovation with, 396
- alignment of projects and, 275–277, 275f–277f, 355
- business, 165, 275–277, 275f–277f, 355
- in business case, 165
- changes in, 400
- decision making based on, 124–125
- defining, 96, 97
- in fuzzy front end phase, 117
- projects targeted to, 66
- of radical vs. incremental innovation, 21
- for UNICEF Kid Power, 391
- Strategic innovation, 3
- Strategic partnerships, 300
- Strategic planning, 63–114
- aligning project planning/execution with, 119
- confidentiality agreements, 103
- contract (outsourced) R&D in, 101–102
- critical issues/challenges in, 113–114
- economic evaluation of projects, 108–111, 110f, 111f
- Eli Lilly competency models, 77–88
- government influence in R&D process, 103–104
- idea sources for, 105
- innovation project manager's role in, 64
- innovation role in, 66–67
- innovation technology sources, 104
- marketing role in strategic innovation planning, 67–68
- marketing's involvement with innovation project managers, 88–90
- modeling R&D planning function in, 96–99, 96f–99f
- nondisclosure agreements, 103
- and offensive vs. defensive innovation, 95–96, 95f
- portfolio PMO's role in, 64–65, 97
- priority setting in, 99–101
- product life cycles in, 91
- product portfolio analysis in, 68–74, 69f–74f
- project readjustments, 111–112
- project selection issues, 107–108
- project termination, 112–113
- R&D projects classification in, 91–92
- research and development ratio in, 93–94
- and research vs. development, 92–93
- secrecy agreements, 103
- strategy types in, 65
- SWOT analysis for core competencies identification in, 74–77
- traditional, 6, 7, 7f
- Strategy maps, 147–148
- Success:
- and business models, 368
- business side of, 354–355, 363–364, 364f
- business value creation as true measure of, 244, 355
- categories of, 359f
- and core competencies, 366–368, 367t
- criteria for, 244, 371–372, 387
- critical issues/challenges with, 383
- defined at beginning of a project, 359–360
- defined in strategic terms, 354
- degrees of, 356, 358–359, 359f
- differing definitions of, 251, 354–361, 367
- dimensions of, 355
- of disruptive innovation, 324, 326, 326t
- early definitions of, 355–357, 356f, 357f
- “failure of,” 329–330
- of innovation projects, 353–368, 371–373
- of integrated product/project teams, 323–324, 324t
- long- and short-term, 362–363
- marketing's role in defining, 360–363, 361f
- measures defining, 361, 362
- prioritizing factors of, 365–366, 366t
- redefining, in recent years, 357–358, 358f
- timing of measurement of, 355
- of traditional projects, 160, 354–355
- value component of, 249
- Success pyramid, 382–383, 383f
- Suggestion box/system, 220–221
- Supply chain, 308
- Surowieckipp, J., 525
- Sustaining innovation, 315–316
- Sustainment period, 365
- Sustainment team, 151, 152
- Sweeney, J., 143–144
- SWOT analysis, 74–77
- Sydney Opera House, 354, 496–503
- Symonds, Ralph, 502
- Systems, totally complex, 22, 22f
- Takahashi, Masatomo, 481
- Technical expertise, 77–81, 98
- Technical failure, 370
- Technocampus EMC2, 34
- Technology, 12
- advanced stages of, 332
- as change driver, 386
- classifying levels and subsystems of, 367–368
- competency-enhancing or -destroying, 366, 367t
- development of, 118
- disruptive, 316, 320
- in iron triangle, 354
- levels of, 25, 104
- proof of, 387
- radical breakthroughs in, 22, 22f
- in Walt Disney Imagineering, 435–436
- Technology usage strategy, 65
- Teledesic Project, 529
- Termination of projects, 112–113, 358, 368
- Texas Instruments, 382–385, 383f
- Thales Alenia Space, 533
- Thinking time, 16
- Thoma, Don, 533–534
- Thomas, Bob, 449
- Thyssenkrupp, 419f, 421–424, 422f, 423f
- Tidd, J., 14
- Time:
- Time-to-market strategy, 65
- Timing:
- Todd, Lionel, 500
- Tokio Marine and Nichido Systems, 408–410
- Tools/processes for innovation, 115–157. See also Information and knowledge management; Innovation management software
- balanced scorecard, 146–147
- brainstorming, 138–141
- for business model innovation, 301–303
- creativity and innovation fears, 143–144
- critical issues/challenges with, 156–167
- design thinking, 135–138, 136f
- fuzzy front end of product development, 117–118
- idea generation, 106f, 107f, 127–128
- innovation culture, 123–127
- innovation governance, 144–145
- innovation leadership at Medtronic, 130–133
- innovation portfolio management, 148–151, 149f
- innovation project manager skills, 133–135, 134f
- innovation sponsorship, 151
- innovation team, 151–153, 152f
- line of sight, 119
- new product development, 116
- PM 2.0, 153–156, 154t–156t
- PM 3.0, 156, 156t
- prototypes, 141–143
- reward systems, 129–130
- risk management, 119–123, 120f, 121t
- spinoff innovations, 128–129
- strategy maps, 147–148
- transformational governance, 145
- Toombs, Leota, 453
- Total France (case study), 228–229
- Totally complex systems/platforms, 22, 22f
- Toyota, 305
- Toys “R” Us, 305
- Traditional metrics, 264, 264t, 265
- Transformational governance, 145
- Transmeta Corporation, 311
- Triple constraints, 356–358, 357f, 358f, 442. See also individual constraints
- Trust, 343, 345, 345f, 379
- Trust Equation, 345
- TRW, 517
- Tuff, Geoff, 209
- Validation:
- Value, 10–11, 243–292
- aesthetic, 437–438
- attributes of, 244, 257, 274t
- business, see Business value
- and business models, 298–299
- changing concept of, 246–247, 247f, 247t
- co-created, 27, 28
- combining benefits and, 248–249
- converting benefits to, 253f
- created by innovation, 138
- creating value metrics, 267–273
- critical issues/challenges in, 292–293
- customer/stakeholder impact on metrics of, 257–258
- customer value management programs, 258–261, 259t
- dark side of innovation metrics, 288–290
- definitions of, 244
- dimensions of, 304, 305
- effective measurement of, 252–256, 252t–254t, 256f
- in establishing culture, 125–126
- evolution of value identification, 245–247, 246t
- forms of, 10–11, 11f
- harvesting, 364–365, 364f
- importance of, 29, 29f
- innovation value metrics examples, 273–275, 274t
- and leadership, 246–248
- metrics at InnovationLabs, 277–288
- metrics for innovation governance, 277–278
- metrics in aligning projects and strategic business objectives, 275–277, 275f–277f
- and metrics management program, 290–292
- and metrics selection, 264–266
- need for value metrics, 249–252, 266–267
- perceived, 257, 362
- project, 249
- and project management, 261–263, 263f
- Value-added innovation, 56–57
- Value-added reseller (VAR) model, 307
- Value-added work, 260
- Value chain, 266
- Value (or value-driven) innovation, 35–36, 392
- Value-in-use, 27–28, 35, 243, 292, 362, 363f
- Value management methodology (VMM), 256
- Value metrics, 252t, 264, 264t. See also Innovation metrics
- Value networks, 298
- Value Performance Framework (VPF), 246, 246t
- Value proposition, 424–425
- Van Der Pilj, P., 297, 301
- VAR (value-added reseller) model, 307
- Venture teams, 322
- Verzuh, Eric, 170
- Virtual teams, 152–153
- Visual prototypes, 142
- VMM (value management methodology), 256
- Voice of the customer (VOC), 144, 318
- Voltaire, 12
- Von Oech, Roger, 368
- VPF (Value Performance Framework), 246, 246t
- Walker, Carl, 449
- Wal-Mart, 305
- Walt Disney Company, 139, 431, 460, 464, 465. See also Disney
- Walt Disney Imagineering (WDI), 139, 140, 431–441
- Wärtsilä Energy Solutions, 424–427, 425f
- WBS (work breakdown structure), 175
- WDI, see Walt Disney Imagineering
- Welch, Jack, 119
- Wheelwright, S. C., 23
- Williams, Jim, 510
- Windolph, John, 523
- Wirick, David, 49–51
- Work breakdown structure (WBS), 175
- Working, new ways of, 16
- Working prototypes, 142
- Workloads, project, 332–333
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