The Innovation Manual Integrated Strategies

The Innovation Manual provides a solution to the problems faced by those at the forefront of innovation. It takes you through the seven topics that have the highest impact on the success of value innovation, be this innovation a new product, a new service or a new business model. The seven topics are:- Creating advantage in the minds of many- Chartering innovation within the organization- Preparing, developing and supporting the right team- Placing customers at the centre of innovation- Changing the organization to deliver the innovation- Motivating the right partners and sharing the returns- Building momentum in the marketEach topic is linked to an organized toolkit that allows managers to apply this knowledge immediately. The tools sit within an overall framework to show how they build on and reinforce one another. Along with this, the book guides busy managers on applying the tools properly, detailing the relevance of each for specific industries, and how to customize them when necessary.

DAVID MIDGLEY directs executive programmes for bluechip companies at INSEAD, France. He joined INSEAD in 1999 as Professor of Marketing. Previously he held positions at the Anderson School, University of California, Los Angeles, and the Australian Graduate School of Management, Sydney, where he was Foundation Chair and Head of the marketing Area. From 2001-2005 he was Coordinator for the Marketing Area at INSEAD. Formerly, he has been an invited scholar at Stanford Graduate School of Business and has also taught at the Wharton School, University of Pennsylvania.

Professor Midgley has over 80 publications, including papers in leading journals such as the Journal of Consumer Research, Journal of International Business, Journal of Marketing Research, Journal of Marketing, Marketing Science, Management Science, and Organization Science. He has served on the editorial boards of the Journal of Consumer Research and the International Journal of Research in Marketing.

He has extensive consulting experience in Australia, Europe and North America, including many projects for global corporation on current marketing issues. He was Research Director for the Australian Federal Government’s Industry Task Force on Leadership and Management Skills – the Karpin Committee). He is also the author of major reports on management development for the Australian National Training Board and international competitiveness for Austrade.

Preface	p. xi
The Three Challenges of Business Innovation	p. 1
The objectives of the book	p. 1
Addressing the changing nature of innovation	p. 5
The five key tasks	p. 14
How to use the book	p. 19
Creating Advantage in the Minds of Many	p. 21
Introduction	p. 21
The standard model of adoption	p. 22
Alternative models from psychology and sociology	p. 28
The supply of influence	p. 45
Action steps: three steps to create advantage	p. 51
Links to the five key tasks	p. 56
Chartering Innovation within the Organization	p. 57
Introduction	p. 57
Innovation is a programme, not an event	p. 59
Setting the direction of the innovation programme	p. 61
Cooper's Stage-Gate™ method	p. 72
Setting up the project and defining its objective	p. 86
Action steps: clarity of direction, flexibility of organization	p. 93
Links to other tasks	p. 96
Toolkit for Chapter 3	p. 97
Selecting, Preparing and Supporting the Right Team	p. 105
Introduction	p. 105
How to organize teams for major innovation	p. 107
Organizational principles for innovation teams	p. 119
Seven practical steps to develop teamwork	p. 129
Action steps: invest in the team	p. 135
Links to other tasks	p. 138
Toolkit for Chapter 4	p. 139
Co-Creating the Innovation with Customers	p. 143
Introduction	p. 143
When you should seek customer involvement	p. 144
Which customers should be involved in co-creation?	p. 150
How to involve customers in co-creation	p. 153
Action steps: involving the right customers at the right time and with the right method	p. 176
Links to other tasks	p. 180
Toolkit for Chapter 5	p. 181
Changing the Organization to Deliver the Innovation	p. 191
Introduction	p. 191
Principles of change management	p. 192
Comparing change management and breakthrough innovation	p. 199
Action steps: organizational principles for innovation management	p. 215
Links to other tasks	p. 222
Toolkit for Chapter 6	p. 223
Building the Market for the Innovation	p. 229
Introduction	p. 229
Before launch	p. 232
Engaging the innovators	p. 241
Gaining momentum and reaching out to the mainstream	p. 252
Action steps: rethinking business planning, developing managers for the next stage	p. 256
Links to other tasks	p. 262
Toolkit for Chapter 7	p. 263
Putting it All Together	p. 269
Introduction	p. 269
Towards better practice	p. 270
Flexibility in various circumstances	p. 280
Final reflections	p. 287
Glossary	p. 289
Notes	p. 293
Index	p. 309
Table of Contents provided by Ingram. All Rights Reserved.

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The Innovation Manual Integrated Strategies and Practical Tools for Bringing Value Innovation to the Market

Summary

Author Biography

Table of Contents

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