Innovation Never Stops : Innovation Generation – the Culture, Process, and Strategy.

Cover -- Title Page -- CIP Data -- Dedication -- Table of Contents -- List of Figures and Tables -- Preface -- Introduction -- Part I: The Essentials -- Chapter 1: The Why, What, and How -- Creating the Future -- Quality and Innovation -- Strategy -- The Mind of the Innovator -- Convention and Innovation -- The Process -- Creativity and Innovation -- Chapter 2: The Need for Knowledge -- Leveraging Collective Knowledge -- Individual and Organizational Learning -- Information Flow -- Network Theory -- Knowledge Management -- How We Grow Knowledge -- Stage 1 -- Stage 2 -- Stage 3 -- Stage 4 -- Collective Knowledge -- Taking a Bath -- Chapter 3: The Roles and the Culture -- Culture -- Knowing Your Best Contribution -- What Do the Scores Mean? -- Creator -- Connector -- Selecting the Solution -- Developers -- Doers -- Learn to Work with Others -- Chapter 4: The Process and the System -- The Opportunity -- The Solution -- The Tipping Point -- Development -- Delivery -- The Quality Management System and Innovation -- The Innovation Management System -- Chapter 5: Innovation Strategy -- Mega Trends -- Your Own Market Opportunity -- The Five Forces -- Start with Your Own Customers -- Deciding Where Not to Play -- Part II: The Process -- Chapter 6: Seeing the Opportunity -- Staying Loose -- "The Scan" -- Big Data -- What Would Make Your Customer's Life Easier? -- The Pain Statement -- Start with Your Core Customers -- Chapter 7: Connecting to the Solution -- Defining the Problem -- Connecting -- The Myth of Epiphany -- Ideation -- The Sock Exercise -- TRIZ -- Sacred Attributes -- Walk before You Run -- Everyone Else Brings Data -- Test Your Ideas -- Chapter 8: The Tipping Point -- Selecting Solutions -- Selection and Strategy -- Short-Term Thinking -- Beware of "Minor" Innovations -- Internal and External Risk -- Infrastructure -- Risk Mitigation.

Risk and Social Responsibility -- Influence Chart -- Switching from Loose to Tight -- Chapter 9: Developing the Solution -- Development and Queuing Theory -- The Development Steps -- The Change from Loose to Tight -- Behavior Change -- Resistance to Change -- Chapter 10: Delivery -- Value Proposition -- The Statement of Value -- Developing the Value Proposition -- New Product Introduction -- A Mind Map of the Innovation Process -- Look for Other Market Opportunities -- Your Innovation Process Capability -- Part III: The Culture -- Chapter 11: Culture and Behavior -- Behaviors Are Based on Values -- Exploration -- Interaction -- Observation and Note Taking -- Collaboration -- Experimentation -- Ability to Embrace Failure -- Recognition of Behavior -- Changing Behavior -- Maintaining and Strengthening Values -- Recruitment -- Chapter 12: Innovation Teamwork -- Communities of Innovation -- Innovation Projects -- Leading a Project Team -- Early Results -- Collaboration -- Project Change: Loose to Tight -- Team Culture Shift -- Hanging Tight -- Delivery -- Chapter 13: The Competent Innovator -- Leadership Workshop -- Management Workshop -- Innovation Competencies -- Exploration and Interaction -- Questioning and Listening -- Note Taking and Technology -- Networking -- Ideation and Creative Problem Solving -- Being Prepared to Experiment and to Fail -- Give Yourself Thinking Space -- The Gift of Time -- Storytelling -- Other Skills to Consider -- "Bus Stop" Answer -- Chapter 14: Networking -- Networks of Friends -- Successful People Will Network -- Famous Collaborators -- Different Types of Networks -- The "Mirror" Trap -- Your Personal Knowledge Network -- Chapter 15: Leading Innovation -- The Role of the Innovation Leader -- Develop the Culture -- Leading Creativity -- Leading the Process and the Project -- Leading the Process.

Set the Challenge, Not the Vision -- Resource the People -- Entrepreneurship -- Make the Decisions -- Taking Action -- Use a Project to Initiate Change -- Part IV: The Implementation -- Chapter 16: The Innovative Organization -- A "Flexible" Organization -- Growing the Organization -- The "Spin-Off " Organization -- New Knowledge, New Behavior -- The Brand -- KPIs in a Creative Organization -- Structuring for Innovation -- Using ISO 9001 -- Setting Strategy -- Leadership, Risks, and Opportunities -- Evaluating Risk -- Where to Begin -- Finding Solutions -- Managing the System -- Benefits, Not Features -- Chapter 17: Measuring Innovation -- Measuring Innovation Aptitude -- Measuring the System -- Measuring Processes -- Measuring Product and Service -- The Measurement Strategy -- Chapter 18: Open Market Innovation -- How Open Market Can Work -- Stage 1: Creating the Opportunity -- Stage 2: Finding the Solution -- Stage 3: Making It User-Friendly -- Stage 4: Execution -- The Rewards -- Making Alliances Work -- Seek to Understand -- Network Alliances -- Real-Life Results -- Chapter 19: Lighting the Fire -- The Change Team -- Changing to an Innovative Culture -- Communicate Vision -- Build Critical Mass -- Enable Action -- Raise the Bar -- Integrate the Win and the Change -- Recognize Success -- Chapter 20: Creating the Future -- So, What Do We Do ? -- Fulfillment for the Innovator -- Where Do I Begin? -- The Result -- What Do I Do Now? -- Endnotes -- Index.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.