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

There is no doubt that innovation is an important topic, but it is a topic where boundaries have shifted in recent years. Companies need to understand the changes that have taken place, and how to keep pace with these changes so that innovation remains relevant and of value to their business.
Innovation is one of the least well–managed areas in most companies. It is not, however, the amount of effort that companies put into innovation that decides success – instead it is how firms go about doing innovation that decides success or failure. In particular, how well the various parts of the organization collaborate on key tasks.
The Innovation Manual is about identifying the key tasks and showing how organizations can collaborate on these tasks better. The author suggests frameworks and tools that can promote the right collaboration at the right time. Surprisingly, organizations will learn that most of the knowledge on how to innovate successfully exists – the real challenge is not to learn more but to bring this knowledge to bear more effectively.
The unique approach taken in this book empowers the reader with a sharper and more usable understanding of knowledge on successful value innovation, as well as the tools to enable them to apply this knowledge in their company.


Spis treści:
Foreword.
Introduction.
1. The Three Challenges of Business Innovation.
2. Creating Advantage in the Minds of Many.
3. Chartering Innovation within the Organisation.
4. Selecting, Preparing and Supporting the Right Team.
5. Co–Creating the Innovation with Customers.
6. Changing the Organisation to Deliver the Innovation.
7. Building the Market for the Innovation.
8. Putting it all Together.
Glossary.
Index.

Nota biograficzna:
DAVID MIDGLEY directs executive programmes for bluechip companies at INSEAD, France. He joined INSEAD in 1999 as Professor of Marketing. Previously he h eld 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.


Okładka tylna:
There is no doubt that innovation is an important topic, but it is a topic where boundaries have shifted in recent years. Companies need to understand the changes that have taken place, and how to keep pace with these changes so that innovation remains relevant and of value to their business.
Innovation is one of the least well–managed areas in most companies. It is not, however, the amount of effort that companies put into innovation that decides success – instead it is how firms go about doing innovation that decides success or failure. In particular, how well the var ious parts of the organization collaborate on key tasks.
The Innovation Manual is about identifying the key tasks and showing how organizations can collaborate on these tasks better. The author suggests frameworks and tools that can promote the right collaboration at the right time. Surprisingly, organizations will learn that most of the knowledge on how to innovate successfully exists – the real challenge is not to learn more but to bring this knowledge to bear more effectively.
The unique approach taken in this book empowers the reader with a sharper and more usable understanding of knowledge on successful value innovation, as well as the tools to enable them to apply this knowledge in their company.