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For many companies, mastering “innovation” is a daunting challenge yet an urgent necessity. In this groundbreaking book, corporate innovation guru Robert B. Tucker offers a practical, straightforward approach you can use to design and implement a systematic, growth-generating innovation process that is right for your company or business unit. You’ll enjoy the stories and gain valuable insights from Tucker’s study of firms that have launched successful innovation initiatives. And you will avoid their mistakes while benefiting from their best practices. You’ll learn how to: Cultivate a culture that makes innovation everybody’s responsibility and unleashes bottled-up potential for change “Mine” the future and seize new opportunities to deliver superior solutions to customers Establish an “idea management” system so good ideas don’t get lost—or show up in the hands of your competitors Fortify your firm’s “idea factory” to increase the speed to market of new products, services, process improvements, and business models Lead an innovation initiative and build buy-in with senior management This second edition has been completely revised and updated throughout. It includes a new Innovation Self-Assessment Instrument, so you can evaluate current culture and practices in an objective way, and a discussion of the newly emerging position of chief innovation officer.

Innovate your way toward growth using practical, research-backed frameworks The Art of Opportunity offers a path toward new growth, providing the perspective and methods you need to make innovation happen.  Written by a team of experts with both academic and industry experience—and a client roster composed of some of the world’s leading companies—this book provides you with the necessary tools to help you capture growth instead of chasing it. The visual frameworks and research-based methodology presented in The Art of Opportunity merge business design thinking and strategic innovation to help you change your growth paradigm.  You’ll learn creative and practical methods for exploring growth opportunities and employ a new approach for identifying what “opportunity” looks like in the first place.  Put aside the old school way of focusing on new products and new markets, to instead applying value creation to find your new opportunity, craft your offering, design your strategy and build new growth ventures. The changing business ecosystem is increasingly pushing traditional thinking out to pasture. New consumers and the new marketplace are demanding a profound adjustment to the way companies plan and execute growth strategies. This book gives you the tools to create your roadmap toward the new state of growth, and gain invaluable insight into a new way of thinking.  The Art of Opportunity will help you to: Start looking at business growth from a new perspective Create value for the customers, company and ecosystem Innovate strategically and design new business models Develop a new active business design thinking approach to innovation Your company’s goal is to grow, and to turn non-customers into customers. The old ways are becoming less tenable and less cost-effective. The Art of Opportunity outlines the new growth paradigm and gives you a solid framework for putting new ideas into practice.

The quest for successful products — and a simple, predictable way to determine in advance which products will be successful — is a core concern of all companies. Most firms use financial projections to select the best portfolio of products in which to invest their limited human and capital resources and are frustrated repeatedly by under-forecast sales, lower than expected margins, and outright failures of new products. Value Innovation Portfolio Management addresses this core concern by showing you a more reliable decision-making method based on high customer value, tight business strategy alignment, and optimal investment intensity. These inputs will enable your company to invest more wisely and create more successful new products. Best-in-class companies like Motorola, DuPont, and Hewlett-Packard have used customer value in crafting winning portfolios. Supported by various case studies and examples, the authors demonstrate the significantly improved results that can be achieved from using customer value as the business driver for creating a portfolio of products. It is a must read for senior executives and anyone involved in strategic planning, portfolio management, product development, sales and marketing, and R&D. Senior executives will discover a path to achieving double-digit growth, greater market share and improved shareholder value. The managers and teams involved directly in the product development process will learn how to create a robust and thorough product definition process aligned with the portfolio management of the enterprise.

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Leading Innovation presents a unique, holistic approach to creating innovation at all levels of your organization. Authors Jeff DeGraff and Shawn Quinn have created a real-world, how-to playbook of integrated creativity tools and techniques for understanding where innovation comes from and harnessing its power to create a culture where real growth happens on a constant basis. Based on DeGraff's proven methods-which he teaches in his innovation program at the University of Michigan Ross School of Business and has applied at Fortune 500 companies around the world-this breakthrough guide focuses on systematically integrating business practices and connecting them to the value propositions they produce. You'll discover how to diagnose obstacles to innovation, realistically assess your options, and develop an integrated program of action that can be adjusted to meet the needs of any group, department, or business unit throughout your organization. You'll learn the 7 key steps to double-digit growth, sparking innovation in your: Leadership-teams, development, and behavior Strategic planning-identifying emerging opportunities Organizational culture and competency development Performance management processes-resource allocation, portfolio management Innovation incubation processes-stage-gate development processes, innovation networks Human resource management-staffing, team building, organizational learning Throughout, insightful case studies demonstrate how these results-driven methods are supported by senior leadership at GE, Reuters, Coca-Cola, Pfizer, Johnson & Johnson, Eaton, and other leading innovators.

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The 1990s brought surprising industrial development in emerging economies around the globe: firms in countries not previously known for their high-technology industries moved to the forefront in new Information Technologies (IT) by using different business models and carving out unique positions in the global IT production networks. In this book Dan Breznitz asks why economies of different countries develop in different ways, and his answer relies on his exhaustive research into the comparative experiences of Israel, Taiwan, and Ireland—states that made different choices to nurture the growth of their IT industries. The role of the state in economic development has changed, Breznitz concludes, but it has by no means disappeared. He offers a new way of thinking about state-led rapid-innovation-based industrial development that takes into account the ways production and innovation are now conducted globally. And he offers specific guidelines to help states make advantageous decisions about research and development, relationships with foreign firms and investors, and other critical issues.

The 1990s brought surprising industrial development in emerging economies around the globe: firms in countries not previously known for their high-technology industries moved to the forefront in new Information Technologies (IT) by using different business models and carving out unique positions in the global IT production networks. In this book Dan Breznitz asks why economies of different countries develop in different ways, and his answer relies on his exhaustive research into the comparative experiences of Israel, Taiwan, and Ireland—states that made different choices to nurture the growth of their IT industries. The role of the state in economic development has changed, Breznitz concludes, but it has by no means disappeared. He offers a new way of thinking about state-led rapid-innovation-based industrial development that takes into account the ways production and innovation are now conducted globally. And he offers specific guidelines to help states make advantageous decisions about research and development, relationships with foreign firms and investors, and other critical issues.

How much credit can be given to entrepreneurship for the unprecedented innovation and growth of free-enterprise economies? In this book, some of the world's leading economists tackle this difficult and understudied question, and their responses shed new light on how free-market economies work--and what policies most encourage their growth. The contributors take as their starting point William J. Baumol's 2002 book The Free-Market Innovation Machine (Princeton), which argued that independent entrepreneurs are far more important to growth than economists have traditionally thought, and that an implicit partnership between such entrepreneurs and large corporations is critical to the success of market economies. The contributors include the editors and Robert M. Solow, Kenneth J. Arrow, Michael M. Weinstein, Douglass C. North, Barry R. Weingast, Ying Lowrey, Nathan Rosenberg, Melissa A. Schilling, Corey Phelps, Sylvia Nasar, Boyan Jovanovic, Peter L. Rousseau, Edward N. Wolff, Deepak Somaya, David J. Teece, Naomi R. Lamoreaux, Kenneth L. Sokoloff, Yochanan Shachmurove, Ralph E. Gomory, Jonathan Eaton, Samuel S. Kortum, Alan S. Blinder, Robert J. Shiller, Burton G. Malkiel, and Edmund S. Phelps.

A groundbreaking and revolutionary book that will transform how lean is understood, practiced, and used within organizationsA lean strategy is about gaining a competitive edge by offering better quality products at competitive prices and making a sustainable profit by eliminating waste through engaging employees in discovering deeper ways to think about their own jobs and smarter ways of working together. In its current form, lean has been radically effective, but its true powers have yet to be harnessed. Lean Strategy harnesses that power and delivers a new way of creating value from lean. Leading lean experts address popular misconceptions about the basics of lean/TPS, showing the true purpose of tools, methods, and attitudes that leverage the intelligence of every employee doing the work. You’ll learn how to think―and then act―differently, tapping the power of every person in your organization in a disciplined manner that generates unparalleled, sustainable success that is responsive to today’s most pressing challenges

In Making Silicon Valley, Christophe Lécuyer shows that the explosive growth of the personal computer industry in Silicon Valley was the culmination of decades of growth and innovation in the San Francisco-area electronics industry. Using the tools of science and technology studies, he explores the formation of Silicon Valley as an industrial district, from its beginnings as the home of a few radio enterprises that operated in the shadow of RCA and other East Coast firms through its establishment as a center of the electronics industry and a leading producer of power grid tubes, microwave tubes, and semiconductors. He traces the emergence of the innovative practices that made this growth possible by following key groups of engineers and entrepreneurs. He examines the forces outside Silicon Valley that shaped the industry―in particular the effect of military patronage and procurement on the growth of the industry and on the development of technologies―and considers the influence of Stanford University and other local institutions of higher learning.Lécuyer argues that Silicon Valley's emergence and its growth were made possible by the development of unique competencies in manufacturing, in product engineering, and in management. Entrepreneurs learned to integrate invention, design, manufacturing, and sales logistics, and they developed incentives to attract and retain a skilled and motivated workforce. The largest Silicon Valley firms―including Eitel-McCullough (Eimac), Litton Industries, Varian Associates, Fairchild Semiconductor, and Intel―dominated the American markets for advanced tubes and semiconductors and, because of their innovations in manufacturing, design, and management, served as models and incubators for other electronics ventures in the area.

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‘I congratulate the author on a great and important book. I couldn’t agree more that the political party that comes closest to supporting humane growth economics should be the leader for the next 25 years. It’s a great vision for the future, and his scholarly but readable mix of history, technology, economics and politics is very persuasive. It’s the sort of stuff that should be taught in economics courses, but almost never is.’ – David Moschella, author of Customer-driven IT: How Users Are Shaping Technology Industry Growth ‘Rob Atkinson is one of the most creative thinkers about the American economy. In this fascinating book, he puts the "new economy" spurred by the digital revolution into the context of other historic transformations. By doing so, he shows how we can preserve the gains in productivity and implement policies that will keep the economy growing. Everyone concerned about our economic future should read this.’ – Walter Isaacson, author of Benjamin Franklin: An American Life Throughout American history, periodic cycles of economic change have fundamentally reordered the way we work, the organization of business and markets, the role of government, and even the nature of politics. If we are to control our future, we must understand this process of change.

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The Multiplier Effect of Inclusion is a process that systemically creates greater problem-solving, creativity, and innovative ideas resulting in increased market share, process efficiencies, and business growth. When leaders learn to apply inclusion effectively, organizations will realize the value of having a diverse and inclusive team that produces innovative products, solutions, and services. By following the roadmap within this book, you can design a strategic action plan to build and retain diversity, and cultivate a culture that leverages the Multiplier Effect of Inclusion.

This small but powerful book (perfect to toss in your briefcase or bag) takes on the conventional thinking that says more resources are the answer--helping you to see what is really going on as your organization seeks to innovate and launch new products. In an open and straight-talking manner, it teaches you to challenges the premises undermining your performance. Then it shares strategies that strike directly at the root causes, so you can start taking action immediately--action against issues like:Low Project Throughput - Are you simply not getting as many new products to market as you need to?Poor Predictability or On-Time Performance - Do you struggle to predict and commit to timelines that your business can actually achieve?Minimal Market Impact - Are too many of your resources going to low impact programs or programs that don't deliver as promised?Long Time to Market / Slow Speed to Market - Do projects take too long causing you to miss critical windows of opportunity?These are the key issues that Unlocking Innovation Productivity can help you overcome. As a passionate business leader and innovation insider himself, Mike Dalton has used these strategies across industries globally. This book crystallizes that experience into the roadmap you need to transform your organization--once and for all--to deliver both profitable and predictable new product growth.

Unique insights and fresh perspectives on business growth and innovation Growth is a priority for most businesses, but one that's elusive and difficult to achieve. But some companies do it well, delivering sustainable growth year after year. What makes those companies so special? And what can you and your business learn from them? Growth Champions looks at 20 leading global organizations and identifies the key elements that drive their success. These growth champions include such companies as PepsiCo, Apple, Rolls Royce, Google, Audi, and P&G. While many share some common traits, they all take different paths to growth using different formulas to achieve it. Here, you'll learn how they formulate and execute strategies, motivate and engage people, build a growth culture, and develop and use distinctive competencies to stay ahead of the pack.