Innovation Capability Maturity Model
Patrick Corsi
Bok · Engelsk · 2015
| Annen tittel | |
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| Medvirkende | |
| Utgitt | Hoboken, NJ : ISTE Ltd/John Wiley and Sons Inc , 2015. - ISTE Ltd , 2015
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| Omfang | 318 s. : ill.
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| Opplysninger | 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; 2.2. A failed timing translates into zero progress; 3: A Method to Progress 3.1. Progress in the ability to innovate requires a method3.2. A new basis for competitiveness contributing to a greater whole; 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); PART 2: A Discourse on the Method; 4: Two Essential Preliminary Levels 0 and 1; 4.1. Level 0 or "we are not concerned"; 4.2. The level 1 or "Do it Right First Time" 4.4. A company that innovates only by reaction to competition or market 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; 10.2. 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; 10.5. Questions and issues that resonate with level 2; 11: To Build Upon Levels 1 and 2 11.1. Driving innovation is a strategic activity11.2. Advice when nominating the Innovation Steering Committee; 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; 12.3. Constitution of the innovation team; 12.4. The analysis group of customer needs; 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?. - Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change ... the thinking level. No domain and no sector is immune to this transformation in todays' world Having clarified our ideas through this book, we remain ever more convinced that the leveled maturity approach will lead to real advances in innovation over the 2020 years. Hence the competitive capacities of
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| Emner | Creative ability in business
New products Management Strategic planning Technological innovations endringsledelse strategisk ledelse teknologi kreativitet produktutvikling innovasjon |
| Dewey | |
| ISBN | 9781848218277
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