Innovation Governance : How Top Management Organizes and Mobilizes for Innovation.
Jean Philippe. Deschamps
Bok Engelsk 2014 · Electronic books.
| Omfang | 1 online resource (393 pages)
|
|---|---|
| Utgave | 1st ed.
|
| Opplysninger | Cover -- Title page -- Copyright page -- Contents -- Foreword -- Innovation -- My Experiences in Leading Innovation -- A Rigorous System of Innovation Governance Championed by Innovation Leaders -- Preface: Why Should We Pay Attention to Innovation Governance? -- Acknowledgments -- PART I: Addressing the Innovation Governance Challenge -- CHAPTER 1: What is Innovation Governance? -- The Innovation Management Challenge -- Defining Innovation Governance -- Innovation Governance: An Organizational Form of Innovation Leadership -- Innovation Governance: A Corporate Constitution on Innovation -- What Does Innovation Governance Entail in Practice? -- How Broadly Should We Define and Promote Innovation? -- What Specific Questions Does Innovation Governance Address? -- CHAPTER 2: Governing Innovation in Practice: The Role of the Board of Directors -- Clarifying the Scope of the Board's Role in Innovation -- Reviewing the Company's Innovation Strategy -- Participating in Strategy Discussions -- Communicating the Company's Innovation Thrusts to the Board -- Being Aware of and Managing Innovation Risk -- Auditing the Company's Innovation Effectiveness -- Reviewing and Nominating the CEO and Top Management -- Auditing Management's Innovation Performance -- Appointing an Innovation-oriented CEO -- Selecting and Developing the Board for an Innovation Focus -- CHAPTER 3: Governing Innovation in Practice: The Role of the Top Management Team -- Setting an Overall Frame for Innovation -- Aligning Business and Innovation Visions -- Expressing Innovation-enhancing Values -- Auditing and Improving Innovation Performance -- Defining How to Generate Value from Innovation -- Choosing an Innovation Governance Model -- Establishing Innovation Priorities and Allocating Resources -- Going Beyond Traditional Portfolio Management Approaches.. - Allocating Resources between Different Innovation Thrusts -- Overcoming Obstacles and Building a Favorable Innovation Environment -- Killer # 1: Excessive Operational Pressure -- Killer # 2: Fear of Experimentation and Taking Risks -- Killer # 3: Insufficient Customer and User Orientation -- Killer # 4: Uncertainty on Innovation Priorities -- Killer # 5: Lack of Management Patience Regarding Results -- Killer # 6: Functional and Regional Silos -- Killer # 7: Rigid and Over-regimented Environment -- Monitoring and Evaluating Results -- In Conclusion: A Call for Action -- PART II: Choosing Between Alternative Governance Models -- CHAPTER 4: Why Focus on Innovation Governance Models? -- Why Do Companies Need an Innovation Governance Model? -- What are the Key Elements of an Innovation Governance Model? -- Assigning Primary Responsibility -- Defining the Scope and Level of Responsibilities -- Planning the Support Mechanisms -- The Governance System and an Explicit Constitution -- What Models Do Companies Use? -- Models Dealing with the Why, Where, and How Much Questions -- Models Dealing with the How, With Whom, and Who Questions -- The Nine Governance Models -- Choosing a Model -- How Many Models Do Companies Use? -- Do Companies Change Models? -- Which is Better, a Centralized Model or a Decentralized One? -- CHAPTER 5: Innovation Governance Models -- Innovative Companies Deploy a Range of Governance Mechanisms -- Roles for Participative (Kaizen) Innovation -- Roles and Mechanisms for Disruptive Innovation -- The Most Widely Used Innovation Governance Models -- The Top Management Team (or a Subset of It) as a Group -- The CEO or Group/Division President (in Multi-Business Corporations) -- The High-level, Cross-functional Innovation Steering Group or Board -- The CTO or CRO as the Ultimate Innovation Champion.. - D Organization and Resource Allocation -- Challenges to Keep on Introducing Disruptive Innovations -- CHAPTER 10: Appointing Individual Innovation Champions: Example 2 - DSM's Innovation Governance Model: The Entrepreneurial CIO -- Going through Decades of Transformation at DSM -- Reconfiguring the Business Portfolio -- Rethinking its Innovation Governance Approach -- Starting an Innovation Drive to Improve Innovation Excellence -- Setting Innovation Targets -- Conducting an Innovation Diagnostic -- Promoting Functional Excellence in Innovation -- Establishing a Reporting System -- Creating an Idea Box -- Distributing Innovation Awards -- Restructuring the Management of Technology and R& -- D -- Implementing a New R& -- D Model -- Setting up a Corporate Technology Responsibility -- Mobilizing Innovators in Business Groups -- Gathering Innovation Enthusiasts to Spearhead Change -- Creating a Product Launch Team -- Launching a Culture Change Program -- Building a New Business Creation Infrastructure -- Mapping Strategic Choices -- Beefing Up Corporate Venturing -- Creating a Business Incubator -- Seeding Emerging Business Areas -- Growing EBAs and Extending the EBA Portfolio -- Showing the Way at the Top -- DSM's Outlook and Challenges: A Continued Focus on Innovation -- CHAPTER 11: Setting up a Collective Governance System: Example - Tetra Pak's Innovation Governance Model: High-level Cross-functional Steering Groups -- Innovation Governance - Stage 1: Predominance of the Owners -- Innovation Governance - Stage 2: Focus on Processes -- Step 1: Identifying and Addressing Deficient Processes -- Step 2: Benchmarking against Innovative Companies to Fill Functional Gaps -- Step 3: Setting up an Innovation Process Board to Steer Innovation -- Step 4: Extending the Mission of the Innovation Process Board.. - Step 5: Intensifying the Company's Process Orientation.. - The Ages of Corning: A History of Supple Governance -- Defining the Core -- From Success to Crisis: The Dot-com Downturn -- Building a Structure for Effective Governance -- Governing Corning's Medium-term Growth: The GEC -- Born out of the Boom -- Leading from the Top - Always -- Governing Long-term Growth: The CTC -- Going Outside-In to Find What's Next -- Hands-on Governance and Top Management Oversight for Multi-functional Teams -- Corning's Innovation Recipe -- Patient Money: Investing for the Future -- The Role of Information in Governing Innovation -- Constantly Evolving Innovation Practices -- Looking to the Future -- How Will the Governance of Innovation Stay Fresh? -- CHAPTER 9: Appointing Individual Innovation Champions: Example 1 - Nestlé's Innovation Governance Model: CTO in Partnership with Business Heads -- The World's Leading Nutrition, Health, and Wellness Company -- Governing Innovation at Nestlé: The Nespresso Breakthrough Example -- Starting as an R& -- D-led Project with a Long Incubation Phase -- Championing the Project at Top Level and Protecting It -- Backing an Entrepreneur with Marketing Flair -- Changing Management to Build a Professional Organization -- Drawing Management Lessons -- Leveraging Nespresso: The Creation of an Incubator for Beverage Systems -- Nestlé's Strong Top Management Involvement in Innovation -- Promoting Innovation-oriented Values -- Supporting Innovation Concretely -- Sponsoring Radical Innovation at the Top Management Level -- Linking R& -- D to Innovation: The Key Role of the CTO -- Nestlé's Innovation/Renovation Governance Model -- Managing a Five-generation Pipeline -- Encouraging Innovation Partnerships -- Developing Competencies and Attitudes -- Building Innovation-supporting Organizational Mechanisms -- Addressing Nestlé's Critical Innovation Challenges -- Challenges to the Current R&.. - The Dedicated Innovation Manager or Chief Innovation Officer -- A Group of Innovation Champions -- The Duo (Complementary Two-person Team) -- No One in Charge -- Combinations of Primary and Supporting Models -- Additional Innovation-supporting Mechanisms -- CHAPTER 6: Which Models Seem to Work and Why? -- Does Innovation Governance Work Satisfactorily? -- Are Some Models More Effective than Others? -- Why Aren't the Most "Empowered" Models Always the Most Effective? -- When Does Relying on the CTO or CRO Make Sense? -- What Makes High-level Cross-functional Steering Groups or Boards Effective? -- Why is Having an Innovation Manager or CIO Less Appreciated? -- Is it Realistic to Rely on a Network of Champions to Govern Innovation? -- So Why are Many Governance Models Deemed Unsatisfactory? -- PART III: Learning from the Field -- CHAPTER 7: Leading from the Top: Example 1 - IBM's Innovation Governance Model: A Succession of CEOs Oversees "Continuous Transformation" -- Big Blue -- Success Leads to Complacency -- IBM Hires an Outsider CEO -- IBM's Model of Innovation through "Continuous Transformation" -- IBM's History of Innovation -- Innovation at IBM Touches its Core -- Let Go to Grow -- Advocating for Innovation in the Ecosystem -- Governance as "Managed Anarchy" -- Creating a Culture in which Anarchy Can be Managed -- Social Networking at the Core -- Social Networking Leads to Bottom-up Innovation -- Embedding Discipline within Anarchy -- Learning from IBM -- A Culture that Promotes Innovation -- Building Methods and Opportunities for Employees to Participate -- The Inevitability of Change -- CHAPTER 8: Leading from the Top: Example 2 - Corning's Innovation Governance Model: Two Executive Councils Execute Hands-on Governance -- Corning's Evolution: A Glass Factory Becomes a World Leader in Innovation.. - The business leader's guide to encouraging continuous innovation in any organization Innovation governance is a hot topic in the business world. In a fast-paced business environment, the ability of corporate leaders to build purpose, direction, and focus for innovation is more important than ever. In this book, the authors provide a framework for encouraging and focusing innovation by explaining what innovation governance is, the various models for governance and their advantages and disadvantages, how to assess and improve governance practices, and behavioral tactics for maximizing the effectiveness of governance. It offers guidance for everyone from the boardroom through senior management, illustrating effective governance models with real case studies from a range of companies in the United States and Europe. Addresses an important yet underappreciated skill for CEOs, board members, and top management Features real-world examples and case studies from a variety of business from around the world Written by an author team with hands-on experience in the subjects of innovation management, organizational learning, innovation leadership, organizational behavior, and individual leadership and teamwork Innovation governance is a sadly neglected topic in many organizations. This book offers vital guidance and real-world experience for building innovation into any business from the top down.
|
| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781118588581
|
| ISBN(galt) |
