Description

All organizations who are looking to improve performance through embracing new ideas, work in new ways, create new products and services, challenge the status quo or redefine their existing business environment have much to gain from this book. 'Innovating at the Edge' not only provides readers with an informed understanding of the latest developments in innovation practice but also presents them with the bigger picture. This enables them to determine how to build these advances into overall development of their own innovation capabilities and how to capitalize on the benefits available to them. Today as the new economy is brought into line with the old, increasing fragmentation of a global economy drives change across multiple sectors. Organizations operating at the leading edge of the innovation paradigm are adopting a whole new set of approaches to help them redefine the present and build the future. Learn how companies such as Egg, Dyson and Smint are redefining their markets, how organizations such as ARM and Qualcomm are deriving their soaring revenues wholly from licensing, and how firms such as Nokia and Nike are constantly evolving their product portfolios and associated value propositions. These real-life examples provide key lessons for all involved in creating and delivering new businesses, products and services. Readers will understand where all these strands fit within an overall context of innovation evolution, and recognise that the inter-relationships between strategy, process and organization are the key enablers for achieving innovation improvements. Firms can then grasp and appreciate what they need to do in order to emulate these innovation leaders operating at the edge of contemporary practice.

Key Features

Shows how to improve performance, adopt and adapt new ideas to embed them within your organizationInternational case studies from leading edge companies including Amazon, Dyson, Nike and NokiaCombines theory and practice to show how to emulate the success of the leaders in contemporary innovation practice

Readership

Research & Development Directors; Chief Technology Officers; Chief Executive Officerss; Heads of New Business Development; Knowledge Officers; Consultants & Organizational Change Specialists; MBS Students on innovation and entrepreneurship courses; Undergraduate students on management science, business studies and markets courses.

Table of Contents

Author profile; Preface; Contents; Acknowledgements; Introduction - 10 innovation myths; Why innovate?; Evolution of Innovation Capability - Innovation capability and the leading edge; Phase 1: putting the basics in place; Product strategy; Regional strategy; Regional products; Quality; Project selection; Stage gates; Product champions; Technology transfer; Phase 2: globalization and acceleration; Core competencies; Global products; Brand significance; Speed to market; Fuzzy gates; Matrix organizations; Supplier partnerships; Phase 3: focus and integration; R & D integration; Mass customization; Innovation integration; Launch management; Continuous process; Knowledge management; Competitor collaboration; Summary; Innovating at the edge - The edge today; Market breakers; Product personalization; Values recognition; Patent pooling; Investment integration; Virtual collaboration; Brand exploitation; The next wave; Embedding innovation - Embedding innovation; Evaluation; Focus; Design; Implementation; Review; Conclusion; Resources; Index.

Details

No. of pages:
350
Language:
English
Copyright:
© 2002
Published:
Imprint:
Butterworth-Heinemann
Print ISBN:
9780750655194

About the author

Tim Jones

Tim Jones is Principal of Innovaro, a consulting firm focused on helping companies to generate more ideas, implement innovation strategies and renew their organizational capability. He is an expert in enabling innovation and is actively involved with a number of organizations including the Product Development Management Association in the UK. Tim is especially interested in how organizations evolve and how people innovate. He was formerly with Gemini Consulting where he led teams defining growth strategies and developing organizational structures and processes to aid new product and service development. Tim has Masters degrees in both Engineering and Industrial Design as well as a PhD on diagnosing conflict in teams

Reviews

'An exciting and valuable book on how companies can embed innovation in their organizations. Drawing on a wealth of examples, Innovating at the Edge demonstrates compelling insights into the role of innovation in today's leading companies. Tim Jones provides practical advice that managers in both large and small companies can use to implement the latest innovation practices in their organizations'. Stephen Todd, Principal, Pittiglio Rabin Todd & McGrath 'This book is unique in effectively providing a "How to.." for the business capabilities that drive innovation, a complete picture' Richard James, Director, Reuters Business Insight A practical and approachable book for the innovation practitioner, it spans the issues from ideas generation through to delivery and review' Julia H Lofthouse CEng, Innovation Project Manager, Uniqema 'Clearly show that although there's no quick fix solution, all companies can build the capabilities and culture necessary to drive more innovative growth. The rich mix of case studies provides lessons for all - if people share a vision, the right incentives, commercial rigour and a broad enough market radar to explore beyond traditional boundaries they're on the right journey' David Stead, Director, Portfolio Management & Development, KPMG 'An essential insight into the issues driving innovation in today's business environment' Terry Goodwin, Director, Product & Market Development, Corus Colors 'In an easily readable format, this British consultant organizes his message into three major parts.....his pragmatic insights are coupled with critical incidents of companies who manage to succeed on the leading edge of their markets. The author unveils a blueprint for a futuristic corporation or association to build the capabilities and culture tha