Innovation Capability Maturity Model.
Corsi, Patrick.
Innovation Capability Maturity Model. - 1st ed. - 1 online resource (324 pages)
Cover -- Title Page -- Copyright -- Contents -- Acknowledgments -- Preface -- List of Acronyms -- PART 1: Think Up a Method -- 1: Innovation: An Unfinished Journey -- 1.1. The journey as the end -- 1.2. Application of maturity levels in the innovation process -- 1.3. The effects of the knowledge society -- 1.4. What the current socioeconomic context indicates -- 1.5. Who can benefit from this book and how? -- 1.6. How to use this book? -- 2: Evaluating the Ability to Innovate -- 2.1. The art of change is not one-size-fits-all -- 2.1.1. Change is an awareness of a phenomenon's time derivatives -- 2.1.2. Any system reflects the maturity of its subsystems -- 2.2. A failed timing translates into zero progress -- 2.2.1. When the emergency is in conflict with the ability to innovate -- 2.2.2. Moving up the time axis leads to influencing time -- 3: A Method to Progress -- 3.1. Progress in the ability to innovate requires a method -- 3.1.1. Provide a starting point for the method -- 3.2. A new basis for competitiveness contributing to a greater whole -- 3.2.1. The importance of selected vocabulary -- 3.3. Two extremes revealing a relative immaturity -- 3.4. Evolving the concept of innovation -- 3.5. Controlling the acceleration is now the issue -- 3.6. An algebra of the different levels of maturity (Innovation Capability Maturity Model) -- 3.6.1. The progression route starts anyway from the lowest point reached -- PART 2: A Discourse on the Method -- 4: Two Essential Preliminary Levels 0 and 1 -- 4.1. Level 0 or "we are not concerned" -- 4.1.1. What is level 0? -- 4.1.2. An example at level 0 -- 4.1.3. Examples of organizations at level 0 -- 4.2. The level 1 or "Do it Right First Time" -- 4.3. Two examples where innovation at level 1 puts companies under death sentence. 4.4. A company that innovates only by reaction to competition ormarket trends (general study case) -- 4.5. SWOT matrix at level 1 -- 5: Level 2: Not Yet Mature -- 5.1. Level 2 or "redo and, if possible, do better" -- 5.2. The SWOT matrix at level 2 -- 6: Level 3: Maturity in Training -- 6.1. Level 3 or "collective efficacy" -- 6.2. SWOT matrix at level 3 -- 7: Mastering Level 4 -- 7.1. Level 4 or "collective efficiency" -- 7.2. SWOT matrix at level 4 -- 8: Sustainable Mastery at Level 5 -- 8.1. Level 5 or "dynamic, total and sustainable innovation" -- 8.2. SWOT matrix at level 5 -- PART 3: Implementing the Method -- 9: How to Innovate at Level 1? -- 9.1. Introduction -- 9.2. What is an innovation action at level 1? -- 9.3. What will these actions permit? -- 9.4. The functional dimensions of innovation activities -- 10: Innovating and Capitalizing at Level 2: Re-visiting the Past for Entering Level 3 -- 10.1. Assembling the elements of an approach -- 10.1.1. Prerequisites for level 3 -- 10.1.2. Set apart what is urgent from what is important -- 10.2. Who is going to lead the innovation approach? -- 10.3. How can we reconcile the three business functions above? -- 10.4. The innovability diagnostic phase -- 10.4.1. A true story -- 10.5. Questions and issues that resonate with level 2 -- 10.6. A level 3 checklist to create an innovation upon request -- 11: To Build Upon Levels 1 and 2 -- 11.1. Driving innovation is a strategic activity -- 11.2. Advice when nominating the Innovation Steering Committee -- 11.2.1. More about breakthrough or disruptive innovation -- 11.3. An example of repeated yet spiraling innovation -- 12: Forging and Strengthening Systems Toward Level 3 -- 12.1. Preparing a culture change in the organization -- 12.2. Starting the innovation throughout the company -- 12.2.1. The first actions of the Steering Committee. 12.2.2. Launching a communication and a training policy -- 12.2.3. Demystification - Awareness - Information - Education - Action -- 12.3. Constitution of the innovation team -- 12.3.1. The management group of the innovation portfolio -- 12.3.2. An innovation information system -- 12.4. The analysis group of customer needs -- 12.4.1. Innovation communication -- 12.5. Monitoring issues and management caution with level 3 -- 12.6. When knowledge management comes of age -- 12.7. Is creating excess of knowledge an issue? -- 12.8. The paradoxical passage way from level 3 to level 4 -- 13: Managing the Deployment at Level 4 -- 13.1. Changing the method -- 13.2. The moment where management is revisited out of necessity -- 13.2.1. The case of the smartphones market -- 13.3. Further notes on management -- 13.4. When ideas become projects and projects become successes -- 13.4.1. Firm is not a pyramid -- 13.4.2. "Headgear" the pyramid with the strategic vision -- 13.4.3. At the "heart" of the pyramid is an "anticoagulant" -- 13.5. Preparing level 5 -- 14: Sustaining Level 5 -- 14.1. A frequent misconception on the nature of level 5 -- 14.2. The two logics prevailing at maturity level 5 -- 14.3. Level 5 is all about rhythm and osmosis -- 14.4. The new art of managing at level 5 -- 14.4.1. First indicator: knowledge originality (KO) rapport -- 14.4.2. Second indicator: hierarchical control (HC) rapport -- 14.4.3. Third indicator: innovation funding (IF) reserve rapport -- 14.4.4. Fourth indicator: market surprise (MS) rapport -- 14.5. The discipline of smoothing breakthroughs -- 14.5.1. On value as created and used -- 14.5.2. Diversity often leads to misleading divisional attitudes -- 14.5.3. Innovation winning systems ("martingales") - when the approach becomes an automated and complete process -- 14.6. Why is level 5 "complex"?. 14.7. A summary of all levels: the case of Apple through the years -- PART 4: Possessing the Method -- 15: Using the Five Levels to Progress -- 15.1. Implement a growth strategy first -- 15.2. Benefits and general challenges associated with the five maturity levels -- 15.2.1. The general benefits of the maturity level approach -- 15.2.2. General challenges related to the multilevel approach -- 15.3. The case of TMC Innovation scaled up through the five maturity level -- 16: Tool Sheets for Each Level and for Inter-level Dynamics -- 16.1. Summary sheets to assess the maturity of the innovation -- 16.1.1. Synthesis of information from a given level -- 16.2. Create dynamics with inter-levels -- 17: Going Beyond the Five Levels: a New Operational Capacity -- 17.1. Opportunities brought by the five levels -- 17.2. The toxic impacts of innovation - a discourse on complexity in firms -- 17.2.1. Inno-toxic factors -- 17.2.2. The most common innovation "diseases" -- 17.3. In conclusion -- APPENDICES -- Appendix 1: A Recap of the Five Innovation Capability Maturity Levels -- Appendix 2: An Innovation Vade Mecum -- A2.1. The innovation autodiagnostic - your capacity to innovate in 20 assertions -- A2.2. Questionnaire -- A2.2.1. Your result (number of 'true') -- A2.3. Why innovate? -- A2.4. How to innovate? -- A2.5. Your innovation project -- A2.5.1. Your needs -- A2.6. The "innovation intelligence" -- A2.6.1. Your needs -- A2.7. On management -- A2.7.1. Your needs -- A2.8. The management objectives -- A2.8.1. The results -- Appendix 3: On Using Innovation Tools According to Capability Maturity Level -- Appendix 4: A Basket of Examples for Innovation-centered Meetings -- A4.1. Meeting 1. Analyzing a product lifecycle (existing or future) -- A4.2. Meeting 2. To define the innovation strategy: what will our innovation process be?. A4.3. Meeting 3. Suppliers of suppliers and clients of clients -- A4.4. Meeting 4. Technology/product/market/competition segmentation (TPM+Canalysis) -- A4.5. Meeting 5. Polarizing services toward the client -- A4.6. Meeting 6. Accelerating customer feedback -- A4.7. Meeting 7. Six key demands from clients -- A4.8. Meeting 8. Changing the "ORs" into "ANDs" (avoiding compromises by proposing an alternative) -- A4.9. Meeting 9. Why do our clients buy our products rather than those of our competitors? -- A4.10. Meeting 10. Creating a communication about innovation - from inside to outside -- A4.11. Meeting 11. What are our specific competencies, knowledge and know-how? -- A4.12. Meeting 12. Foresight meeting: what is the future of a given product? -- A4.13. Meeting 13. Where are the pilot users of our products/services? -- A4.14. Meeting 14. Realizing a client satisfaction study (without the presence of the client) -- A4.15. Meeting 15. Reflecting on a quality approach or a certification -- Appendix 5: About Innovation Brakes: How to Avoid Errors that Others May Have Made Before -- A5.1. Obstacles against innovative products -- A5.1.1. Commercializing your own innovation -- A5.1.2. Technological risk -- A5.1.3. Finding financing -- A5.1.4. Unrolling an innovative project -- A5.1.5. Uneasiness of success readability -- A5.2. Brakes on innovation at management level -- A5.2.1. Finding financing -- A5.2.2. Finding time -- A5.2.3. Finding and motivating people -- A5.2.4. The lack of methods and tools -- A5.2.5. Finding the right organization -- A5.2.6. Finding the right strategy -- Appendix 6: Linking up with the Strategic Management of Innovation -- A6.1. Axis for complementarity -- A6.2. Families, lineages and martingales -- Appendix 7: How to Understand and Value the C-K Theory for Maturing Your Innovation Capacity -- A7.1. Introduction. A7.2. A primer on C-K theory.
9781119144342
Management.
Electronic books.
HD69.P75 .C384 2015
658.4/06
Innovation Capability Maturity Model. - 1st ed. - 1 online resource (324 pages)
Cover -- Title Page -- Copyright -- Contents -- Acknowledgments -- Preface -- List of Acronyms -- PART 1: Think Up a Method -- 1: Innovation: An Unfinished Journey -- 1.1. The journey as the end -- 1.2. Application of maturity levels in the innovation process -- 1.3. The effects of the knowledge society -- 1.4. What the current socioeconomic context indicates -- 1.5. Who can benefit from this book and how? -- 1.6. How to use this book? -- 2: Evaluating the Ability to Innovate -- 2.1. The art of change is not one-size-fits-all -- 2.1.1. Change is an awareness of a phenomenon's time derivatives -- 2.1.2. Any system reflects the maturity of its subsystems -- 2.2. A failed timing translates into zero progress -- 2.2.1. When the emergency is in conflict with the ability to innovate -- 2.2.2. Moving up the time axis leads to influencing time -- 3: A Method to Progress -- 3.1. Progress in the ability to innovate requires a method -- 3.1.1. Provide a starting point for the method -- 3.2. A new basis for competitiveness contributing to a greater whole -- 3.2.1. The importance of selected vocabulary -- 3.3. Two extremes revealing a relative immaturity -- 3.4. Evolving the concept of innovation -- 3.5. Controlling the acceleration is now the issue -- 3.6. An algebra of the different levels of maturity (Innovation Capability Maturity Model) -- 3.6.1. The progression route starts anyway from the lowest point reached -- PART 2: A Discourse on the Method -- 4: Two Essential Preliminary Levels 0 and 1 -- 4.1. Level 0 or "we are not concerned" -- 4.1.1. What is level 0? -- 4.1.2. An example at level 0 -- 4.1.3. Examples of organizations at level 0 -- 4.2. The level 1 or "Do it Right First Time" -- 4.3. Two examples where innovation at level 1 puts companies under death sentence. 4.4. A company that innovates only by reaction to competition ormarket trends (general study case) -- 4.5. SWOT matrix at level 1 -- 5: Level 2: Not Yet Mature -- 5.1. Level 2 or "redo and, if possible, do better" -- 5.2. The SWOT matrix at level 2 -- 6: Level 3: Maturity in Training -- 6.1. Level 3 or "collective efficacy" -- 6.2. SWOT matrix at level 3 -- 7: Mastering Level 4 -- 7.1. Level 4 or "collective efficiency" -- 7.2. SWOT matrix at level 4 -- 8: Sustainable Mastery at Level 5 -- 8.1. Level 5 or "dynamic, total and sustainable innovation" -- 8.2. SWOT matrix at level 5 -- PART 3: Implementing the Method -- 9: How to Innovate at Level 1? -- 9.1. Introduction -- 9.2. What is an innovation action at level 1? -- 9.3. What will these actions permit? -- 9.4. The functional dimensions of innovation activities -- 10: Innovating and Capitalizing at Level 2: Re-visiting the Past for Entering Level 3 -- 10.1. Assembling the elements of an approach -- 10.1.1. Prerequisites for level 3 -- 10.1.2. Set apart what is urgent from what is important -- 10.2. Who is going to lead the innovation approach? -- 10.3. How can we reconcile the three business functions above? -- 10.4. The innovability diagnostic phase -- 10.4.1. A true story -- 10.5. Questions and issues that resonate with level 2 -- 10.6. A level 3 checklist to create an innovation upon request -- 11: To Build Upon Levels 1 and 2 -- 11.1. Driving innovation is a strategic activity -- 11.2. Advice when nominating the Innovation Steering Committee -- 11.2.1. More about breakthrough or disruptive innovation -- 11.3. An example of repeated yet spiraling innovation -- 12: Forging and Strengthening Systems Toward Level 3 -- 12.1. Preparing a culture change in the organization -- 12.2. Starting the innovation throughout the company -- 12.2.1. The first actions of the Steering Committee. 12.2.2. Launching a communication and a training policy -- 12.2.3. Demystification - Awareness - Information - Education - Action -- 12.3. Constitution of the innovation team -- 12.3.1. The management group of the innovation portfolio -- 12.3.2. An innovation information system -- 12.4. The analysis group of customer needs -- 12.4.1. Innovation communication -- 12.5. Monitoring issues and management caution with level 3 -- 12.6. When knowledge management comes of age -- 12.7. Is creating excess of knowledge an issue? -- 12.8. The paradoxical passage way from level 3 to level 4 -- 13: Managing the Deployment at Level 4 -- 13.1. Changing the method -- 13.2. The moment where management is revisited out of necessity -- 13.2.1. The case of the smartphones market -- 13.3. Further notes on management -- 13.4. When ideas become projects and projects become successes -- 13.4.1. Firm is not a pyramid -- 13.4.2. "Headgear" the pyramid with the strategic vision -- 13.4.3. At the "heart" of the pyramid is an "anticoagulant" -- 13.5. Preparing level 5 -- 14: Sustaining Level 5 -- 14.1. A frequent misconception on the nature of level 5 -- 14.2. The two logics prevailing at maturity level 5 -- 14.3. Level 5 is all about rhythm and osmosis -- 14.4. The new art of managing at level 5 -- 14.4.1. First indicator: knowledge originality (KO) rapport -- 14.4.2. Second indicator: hierarchical control (HC) rapport -- 14.4.3. Third indicator: innovation funding (IF) reserve rapport -- 14.4.4. Fourth indicator: market surprise (MS) rapport -- 14.5. The discipline of smoothing breakthroughs -- 14.5.1. On value as created and used -- 14.5.2. Diversity often leads to misleading divisional attitudes -- 14.5.3. Innovation winning systems ("martingales") - when the approach becomes an automated and complete process -- 14.6. Why is level 5 "complex"?. 14.7. A summary of all levels: the case of Apple through the years -- PART 4: Possessing the Method -- 15: Using the Five Levels to Progress -- 15.1. Implement a growth strategy first -- 15.2. Benefits and general challenges associated with the five maturity levels -- 15.2.1. The general benefits of the maturity level approach -- 15.2.2. General challenges related to the multilevel approach -- 15.3. The case of TMC Innovation scaled up through the five maturity level -- 16: Tool Sheets for Each Level and for Inter-level Dynamics -- 16.1. Summary sheets to assess the maturity of the innovation -- 16.1.1. Synthesis of information from a given level -- 16.2. Create dynamics with inter-levels -- 17: Going Beyond the Five Levels: a New Operational Capacity -- 17.1. Opportunities brought by the five levels -- 17.2. The toxic impacts of innovation - a discourse on complexity in firms -- 17.2.1. Inno-toxic factors -- 17.2.2. The most common innovation "diseases" -- 17.3. In conclusion -- APPENDICES -- Appendix 1: A Recap of the Five Innovation Capability Maturity Levels -- Appendix 2: An Innovation Vade Mecum -- A2.1. The innovation autodiagnostic - your capacity to innovate in 20 assertions -- A2.2. Questionnaire -- A2.2.1. Your result (number of 'true') -- A2.3. Why innovate? -- A2.4. How to innovate? -- A2.5. Your innovation project -- A2.5.1. Your needs -- A2.6. The "innovation intelligence" -- A2.6.1. Your needs -- A2.7. On management -- A2.7.1. Your needs -- A2.8. The management objectives -- A2.8.1. The results -- Appendix 3: On Using Innovation Tools According to Capability Maturity Level -- Appendix 4: A Basket of Examples for Innovation-centered Meetings -- A4.1. Meeting 1. Analyzing a product lifecycle (existing or future) -- A4.2. Meeting 2. To define the innovation strategy: what will our innovation process be?. A4.3. Meeting 3. Suppliers of suppliers and clients of clients -- A4.4. Meeting 4. Technology/product/market/competition segmentation (TPM+Canalysis) -- A4.5. Meeting 5. Polarizing services toward the client -- A4.6. Meeting 6. Accelerating customer feedback -- A4.7. Meeting 7. Six key demands from clients -- A4.8. Meeting 8. Changing the "ORs" into "ANDs" (avoiding compromises by proposing an alternative) -- A4.9. Meeting 9. Why do our clients buy our products rather than those of our competitors? -- A4.10. Meeting 10. Creating a communication about innovation - from inside to outside -- A4.11. Meeting 11. What are our specific competencies, knowledge and know-how? -- A4.12. Meeting 12. Foresight meeting: what is the future of a given product? -- A4.13. Meeting 13. Where are the pilot users of our products/services? -- A4.14. Meeting 14. Realizing a client satisfaction study (without the presence of the client) -- A4.15. Meeting 15. Reflecting on a quality approach or a certification -- Appendix 5: About Innovation Brakes: How to Avoid Errors that Others May Have Made Before -- A5.1. Obstacles against innovative products -- A5.1.1. Commercializing your own innovation -- A5.1.2. Technological risk -- A5.1.3. Finding financing -- A5.1.4. Unrolling an innovative project -- A5.1.5. Uneasiness of success readability -- A5.2. Brakes on innovation at management level -- A5.2.1. Finding financing -- A5.2.2. Finding time -- A5.2.3. Finding and motivating people -- A5.2.4. The lack of methods and tools -- A5.2.5. Finding the right organization -- A5.2.6. Finding the right strategy -- Appendix 6: Linking up with the Strategic Management of Innovation -- A6.1. Axis for complementarity -- A6.2. Families, lineages and martingales -- Appendix 7: How to Understand and Value the C-K Theory for Maturing Your Innovation Capacity -- A7.1. Introduction. A7.2. A primer on C-K theory.
9781119144342
Management.
Electronic books.
HD69.P75 .C384 2015
658.4/06