Innovation Leaders How Senior Executives Stimulate, Steer and Sustain Innovation
, by Deschamps, Jean-PhilippeNote: Supplemental materials are not guaranteed with Rental or Used book purchases.
- ISBN: 9780470515242 | 0470515244
- Cover: Hardcover
- Copyright: 6/3/2008
Using real business experience and empirical research, Deschamps characterises a specific and distinctive form of leadership that stimulates and sustains innovation.
Jean-Philippe Deschamps is an innovation management practitioner with 40 years of international consulting experience. At IMD, which he joined in 1996 as professor of technology and innovation management, he focuses his research, consulting and teaching on the role of leaders in innovation. Before IMD, he was a vice president and practice leader with consulting firm Arthur D. Little. He co-authored the best-selling book Product Juggernauts: How Companies Generate Streams of Market Winners (Harvard Business School Press) and has given seminars and lectures throughout the world, including twice at the World Economic Forum in Davos. He graduated from HEC, INSEAD and Harvard Business School.
Preface: Mapping the Innovation Leadership Territory | p. xiii |
Acknowledgments | p. xix |
Defining and Characterizing Innovation Leaders | p. 1 |
A Special Form of Leadership for Innovation? | p. 3 |
The Leadership Factor | p. 4 |
Facing the Innovation Imperatives | p. 8 |
Defining and Characterizing Innovation | p. 16 |
Innovation Leaders: A Different Breed? | p. 19 |
Mapping our Journey | p. 21 |
What's Special About Innovation Leaders? | p. 29 |
Innovation Leaders Share Six Attributes | p. 29 |
Innovation Leaders Tend to Focus on a Stage of Innovation | p. 43 |
Innovation Leaders Work on Process and Culture | p. 48 |
Stimulating Bottom-Up Innovation | p. 55 |
Encouraging Bottom-up Innovation: Classic Approaches | p. 56 |
Building an Innovation Culture: Four Drivers | p. 69 |
Steering Innovation Top Down | p. 93 |
Seeing Innovation as a Competitive Necessity | p. 94 |
Setting up a Process, Governance System and Organizational Mechanisms | p. 102 |
Mobilizing People on Innovation-Enhancing Campaigns | p. 116 |
Getting Involved in Innovation Searches and Projects | p. 125 |
Appointing an Innovation Conductor | p. 133 |
CTO or CIO? | p. 134 |
The First Mission of CTOs: Technological Innovation | p. 135 |
The Changing Role of CTOs: From Managing to Leading | p. 143 |
The Emerging Role of Corporate Entrepreneur | p. 155 |
Facing the Challenge as Part of the Top Executive Team | p. 157 |
The Leadership Imperatives of Innovation Strategies | p. 163 |
Recognizing the Leadership Imperatives of Your Innovation Strategy | p. 165 |
Formulating an Innovation Strategy | p. 167 |
Aligning Your Management Efforts with Your Strategy | p. 175 |
Activating Specific Change Levers to Support Your Strategy | p. 189 |
Leading the Development of New/Improved Products or Services Required: Team Sports Coaches to Foster Innovation Discipline | p. 197 |
Innovation Leaders as Tough Team Sports Coaches | p. 199 |
Straightening Out Medtronic's Innovation Process | p. 205 |
Limits of the 'Team Sports Coach' Leader | p. 215 |
Leading the Creation of a Totally New Product or Service Category Required: No-Nonsense Sponsors to Steer the New Venture | p. 225 |
Innovation Leaders as No-nonsense Sponsors | p. 226 |
New Business Creation at Tetra Pak: Reinventing the Food Can | p. 232 |
Evolving Leadership Imperatives in New Business Creation | p. 246 |
Leading the Creation of a Totally New Business System or Model Required: Pragmatic Architects to Put All System Elements in Place | p. 261 |
Innovation Leaders as Visionary but Pragmatic Architects | p. 263 |
TiVo: A Business System/Model Innovation | p. 268 |
Lessons from the TiVo Story | p. 284 |
Leading the Development of New/Improved Customer Solutions Required: Conductors to Deliver an Enhanced Customer Experience | p. 293 |
Innovation Leaders as Orchestra Conductors | p. 295 |
Senseo: An Innovative Customer Solution | p. 299 |
Building and Leading an Innovation-Focused Partnership | p. 317 |
Developing a Cadre of Innovation Leaders | p. 327 |
Building an Innovation Leadership Environment: The Logitech Case | p. 329 |
Logitech: Ordinary or Extraordinary Company? | p. 330 |
Logitech's Innovation-stimulating Drivers | p. 335 |
Logitech's Innovation-enhancing Culture and Values | p. 339 |
Logitech's Pragmatic and Effective Innovation Process | p. 348 |
Logitech's Future Challenges | p. 355 |
Attracting, Developing and Keeping Innovation Leaders | p. 359 |
Assessing Your Innovation Leadership Resources | p. 360 |
Selecting and Hiring Innovation Leaders | p. 365 |
Developing Innovation Leaders | p. 371 |
Retaining Innovation Leaders | p. 376 |
Innovation Leadership in a Nutshell | p. 377 |
Innovation in Leadership and Organizational Culture Models | p. 381 |
Guidelines for Using the Ideo Video for 'Idea Management' Training | p. 387 |
Factors Affecting the Innovation Climate of a Company | p. 397 |
Index | p. 407 |
Table of Contents provided by Ingram. All Rights Reserved. |
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