Awards

• Commended for PROSE (Engineering/Technology) 2015

Overview

Publisher's Note: Products purchased from Third Party sellers are not guaranteed by the publisher for quality, authenticity, or access to any online entitlements included with the product. A GROUNDBREAKING GUIDE TO THE ART, SCIENCE, TOOLS, AND DEPLOYMENT OF INNOVATION""It has never been more important to educate people and organizations how to out-imagine, out-create, and out-innovate....The insight and experiences captured by [this book] make an important contribution toward reaching this goal."" -- From the Foreword by Deborah Wince-Smith, President, Council on Competitiveness Developed by the editors of the International Journal of Innovation Science and featuring contributions from more than 40 innovation experts and thought leaders, Global Innovation Science Handbook presents a proven approach for understanding and implementing innovation in any industry. This pioneering work is based on a defined body of knowledge that includes intent, methodology, tools, and measurements. It challenges the popular paradigm that ""learned"" innovation is impossible, and lays out a systematic process for developing innovation skills. Each chapter can be independently read and utilized in the daily practice of innovation. Real-world case studies from financial, government, and education sectors illustrate the concepts discussed in this definitive resource. Global Innovation Science Handbook covers: Preparing for innovation--establishing a framework and creating a culture for innovation Key innovation concepts, such as creativity, neuroscience, biomimetics, benchmarking, and ethnography Creativity tools, including Kano analysis, storyboarding, absence thinking, Lotus Blossom, SCAMPER, and others Techniques essential to innovation science, such as Six Thinking Hats, mind mapping, social networks, market research, and lead user analysis Innovation radar, indices, and other measurements Idea management--the process of creating, screening, exploring, and evaluating ideas to bring those most valuable from concept to reality Innovation methodologies, including TRIZ, Brinnovation, crowdsourcing, Eureka, stage gate, and others Deployment--a life-cycle approach involving inspiration, strategy, organization, excellence, culture, measurement, protection of intellectual property, and launch Case studies featuring cutting-edge technological innovations in finance, government, and education

Full Product Details

Author:   Praveen Gupta ,  Brett Trusko
Publisher:   McGraw-Hill Education - Europe
Imprint:   McGraw-Hill Professional
Dimensions:   Width: 22.40cm , Height: 3.10cm , Length: 28.50cm
Weight:   2.340kg
ISBN:  

9780071792707

ISBN 10:   0071792708
Pages:   896
Publication Date:   16 February 2014
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Manufactured on demand  
We will order this item for you from a manufactured on demand supplier.

Table of Contents

Introduction Section 1: Preparing for Innovation Chapter 1: Strategy for Innovation Basic Tenets of Business Success Strategy Execution Developing the Innovation Strategy Reducing Risks of Investment in Innovation Marketing Innovations Launching the Innovation Initiative Resources for Innovation Organization Structure Communicating the Innovation Message Incentives and Controls Culture and Change Identifying Gaps Innovative Leadership Making an Innovation Strategy Work Leading Innovation with a Sense of Urgency References Chapter 2: Creating Your Innovation Blueprint: Assessing Current Capabilities and Building a Roadmap to the Future Two Key Innovation Challenges Turning Chaos into Shared Strategy—Seeing the Future Strategy into Action—Aligning the Key Drivers of Innovation Benefits of an Innovation Blueprint Key Elements of an Innovation Blueprint Business Organization STEP Alignment Adding Current and Future to the Blueprint Three Drivers of Innovation Using the Blueprint to Build the Innovation Capability of Your Enterprise Planning for the Future and Assessing Current Capabilities Innovation Blueprint: External Environment External Environment—The True “Front End of Innovation” Staying Connected to Your Customers The External Environment Indicates the Kind of Innovation Needed Adding Industry Lifecycle to Your Blueprint Lifecycle Curves Lifecycle Curve Implications for Your Blueprint Assessing Current Capabilities—External Environment Innovation Blueprint: Task Task: Big Picture Strategy Innovation Strategy—Getting the Big Picture Right Creating a Balanced Portfolio of Innovations Innovation Strategy: Bottom-Up and Top-Down, Inside-Out and Outside-In Task: Creating an Integrated System for Turning Insight into Innovations Explore Opportunities Generate Breakthrough Ideas Optimize Value Selecting and Funding the Best Mobilizing for Results/Commercialization Assessing Current Capabilities—Task S—Structure Innovation Architecture Organization Alignment for Innovation Assessing Current Capabilities—Structure P—People Informed Innovators Capable Innovators Innovators Everywhere Talents and Skills for the Future Innovation Champions Collaborative Teams Assessing Current Capabilities—People Ei—Internal Environment Assessing Current Capabilities—Internal Environment Three Drivers: Leadership, Stakeholder Engagement, and Innovation Support Leadership Assessing Current Capabilities—Leadership for Innovation Stakeholder Engagement Assessing Current Capabilities—Stakeholder Engagement Innovation Support Assessing Current Capabilities—Innovation Support Conclusion References Chapter 3: The Culture for Innovation What Is Culture? Why Is Culture Important? Does Your Organization Care about Its Culture? How Do We Know and How Is It Measured? Social Style Problem-Solving Style Understanding the Impact of Culture How Does One Go About Changing Culture? Summary Bibliography Chapter 4: Leading Innovation: Ten Essential Roles for Harnessing the Creative Talent of Your Enterprise Introduction Playing the 10 Roles 1. Futurist 2. Direction Setter 3. Customer Advocate 4. Architect 5. Venture Capitalist 6. Mentor 7. Barrier Buster 8. Networker 9. Culture Creator 10. Role Model Conclusion References Section 2: General Concepts Chapter 5: Creating Creativity: Personal Creativity for Personal Productivity Introduction What Is Personal Creativity? How Does Personal Creativity Work? Diverse Inputs/Inclusive Thinking Context Articulation Divergent Thinking and Convergent Thinking Common Barriers to Effective Personal Creativity Effective Strategies to Power Up Personal Creativity References Chapter 6: The Creative Corporation Introduction Defining Corporate Creativity “Best Practices” in Corporate Creativity Abstract Rules and Corporate Creativity Effectuation and Corporate Creativity The Bird in the Hand Principle The Affordable Loss Principle The Lemonade Principle The Crazy Quilt Principle The Pilot in the Plane Principle Conclusion and Action Items References Chapter 7: Innovation Neuroscience Hardware Overview of Brain Anatomy The Innovation Process in the Brain Accelerating the Innovation Process in the Brain Summary References Chapter 8: Innovation and Neuroscience Introduction Chapter Overview Current Applications of Neuroscience Neuromarketing and Neuroeconomics Neuroesthetics Potential Applications of Neuroscience to Innovation The Genesis of New Ideas Knowing When You’ve Got the Right Idea Barriers to Innovative Thinking We’ve Always Done It That Way Applying Neuroscience Insights to Innovation Innovation Process Talent Selection for Innovation Developing Innovation Skills Cultivating an Innovation Mind-Set Creating an Environment for a Successful Innovation Program Conclusion References Chapter 9: Biomimetics: Learning from Life 3.8 Billion Years in the Making: An Introduction to Biomimetics We Have the Technology: Bionics for the Body We All Have the Technology: DIY Bionics for All A City for All Seasons: Biomimetics in the Built Environment Our Ever-Evolving Future: Possible Biomimetic Futures Bibliography Chapter 10: Innovation Benchmarking Introduction Definitions Forms of Benchmarking Finding the Variables Finding the Metrics and Choosing the Weight The Process of Benchmarking Finding the Data (or Benchmarking Intelligence) National Innovation Systems Benchmarking Challenges Conclusion References Chapter 11: Process, Practice, and Innovation Introduction Distinction without a Difference Process and Practice—Different Characteristics Lean versus Innovative Predictable versus Unpredictable Input, Routine Driven versus Goal Seeking Precise versus Fuzzy Codeable/Calculable versus Arguable/Negotiable Efficiency versus Effectiveness Frictionless versus Friction Optimize versus Satisfice Autopilot versus Sense-Making Training-Based versus Education-Based Processes Derive from Practices Mismatched Situations and Activities Rote Practices Bureaucratic Processes Process and Practice—Different Information Requirements Minimal Data versus Maximum Information Summary References Chapter 12: Ethnography Introduction Need for Ethnography Ethnography and Innovation Ethnography Skills and Tools Speeding Ethnographic Research Institutionalizing Ethnographic Research Summary References Section 3: Creativity Tools Chapter 13: Creativity Tools: Develop Creative Solutions to Problems and Opportunities Step 1: Finding Opportunities and Problems to Solve (Preparation) Tool 1: The Quickscore Creativity Test Tool 2: Kano Analysis Tool 3: Nominal Group Technique Tool 4: Synectics Tool 5: Brainstorming or Operational Creativity Tool 6: Six Thinking Hats Step 2: Gathering and Reflecting on Information (Incubation) Tool 7: Attribute Listing, Morphological Analysis, and Matrix Analysis Tool 8: Generating New Ideas with Storyboarding Tool 9: Absence Thinking Step 3: Opportunity Exploration (Insight) Tool 10: Breakdown (Drilldown) Tree Diagram Tool 11: Lotus Blossom Step 4: Generating and Evaluating Ideas (Evaluation) Tool 12: TRIZ Analysis Tool 13: SCAMPER Step 5: Implementation (Elaboration) Tool 14: Mind Mapping Tool 15: Affinity Diagram Tool 16: Force Field Analysis Diagram Summary References Chapter 14: Creativity Education: A Catalyst for Organizational Prosperity Context: The Evolution of Creativity as a Business Imperative Edward De Bono’s Impact The Six Thinking Hats® The Six Thinking Hats Tool Lateral Thinking Daniel Pink’s Impact The Conceptual Age of the 21st Century The Case for Creativity or Why Right-Brainers Will Rule the World The Six Senses The Compelling Case for Creativity at Work Reinvigorating Our Long History of Creativity and Innovation What Does Creativity in Action Look Like? General Motors Rises from the Ashes with an Identity Change The Fundamentals: Preparing Our Children for Success in the Conceptual Age Keeping Creativity Alive in Education Reawakening Creativity in the Workplace We Are All Creative Bridging the Gap between Creativity and Commerce The New Leadership—Blending Creativity with Business Acumen Ringling College Example: Preparing Tomorrow’s Business Leaders—A Design, Art, and Business (Whole Brain) Approach The Ringling College Creativity Center (RC3)—Sharing What We’ve Learned about Teaching Creativity Creativity Immersion—An Alchemical Process for Changing Hearts and Minds around Work Overview: The Whole Brain Approach to Learning Learning Outcomes Retreat Overview An Orchestrated Experience The Guided Artistic Journey From Art to Business—Translating the Immersive Experience Cutting-Edge Creativity-Related Content Business-to-Business Learning Through the Eyes of Artists—A Running Documentary of the Retreat Process Embedding Creativity: The Post-Retreat Process Example: A Manufacturing Firm Redefines Itself What Does a Creative Leader Look Like? Creative (Whole Brain) Leaders Are Organizational and People-Focused The Creative Individuals’ and Leaders’ Toolkit of Qualities, Attitu des, and Behaviors The Ongoing Journey References Chapter 15: Unlocking Your Creativity Using Mind Mapping What Is Mind Mapping? Why Mind Mapping Promotes Creativity Working with the Brain Getting Started with Mind Mapping The Main Word or Phrase First Level Ideas Second Level Ideas Additional Levels Proven Creative Uses for Mind Mapping Studying Presentations Taking Notes Brainstorming Decision Making Overcoming Writer’s Block Unlocking Creativity with Mind Maps Beyond the Brainstorming—Benefits of Mind Mapping Throughout a Project First Revision of the Mind Map Organizing Logically Assigning Responsibility Scheduling Tracking Tasks Project Completion and Error Checking Making Mind Mapping a Part of Everyday Life Tips for Mind Mapping References Chapter 16: Social Networks How Social Technologies Transform Innovation The Social Enchilada Economics and Markets Examples of Social Network–Powered Innovation 3M: Creating a Global Research Lab Campus with a Social Network P&G: Using Social Networks to Scale Product Innovation State Farm: Engaging Generation Y/Z with Digital/Physical Social Network Fenland, Cambridgeshire: Social Network Integrates Fractured Community Social Network Innovation Models Getting Started: Using Social Networks for Innovation Focus on People Use an Agile Approach Lead with Sociality Conclusion References Chapter 17: Innovation Combination Methods Problem Solving versus Innovation More Detail on Defining Contradictions Combining Methods The Problem-Solving Path Problem-Solving Methodologies Plan-Do-Study-Act Six Sigma Lean (a.k.a. Toyota Production System) Root Cause Analysis Functional Analysis Systems Engineering Contradiction Analysis Technically Focused Brainstorming Methodology Merger Case Studies Operating Room Utilization Improvement—Six Sigma Case Study Wireless Power System Improvement—System Innovation Case Study Conclusion References Chapter 18: Market Research in the Process of New Product Development Introduction Market Research Definition of Market Research Market Research in Innovation Management Importance of Market Research for Successful Innovations Market Research Process Use of Market Research Methods in the Innovation Process Systematization of the Market Research Methods Summary List of Abbreviations References Chapter 19: Lead User Analysis User Involvement: Ford or von Hippel? Lead Users Who Are Lead Users? Are Lead Users a Distinct “Species”? What Do Lead Users Do? The Lead User Method Phase 1: Getting Started Phase 2: Identification of Major Needs and Trends Phase 3: Identification of Lead Users Phase 4: The Lead User Workshop Variants of and Alternatives to the Lead User Method Crowdsourcing Toolkits for User Innovation and Design References Section 4: Idea Management Chapter 20: Managing Development of Innovation Ideas What Factors Limit the Acquisition and Development of Viable Innovation Ideas? Innovation Activity Disrupts at All Levels: From Employees to Market Thrashing or Formal Reliable Creative Process Innovation Process Must Be Creative and Reliable Afraid of Failure? Fast-Track Innovation Development Pathways Seeking Innovation Ideas Areas of Potential Opportunity Perspectives Decisions How Do We Form Innovative Ideas? Does Everyone Innovate? Conclusion References Chapter 21: Quality of Ideas Introduction The Concept of Ideas Conventional Suggestion Systems Need for Ideas Sources of Ideas An Environment for Engagement Experience and Energy Levels Methods for Generating Ideas Brainstorming Thinking Innovatively Online Collaboration Evaluating Ideas Emotional Evaluation Value of an Idea Prioritization Excellence in Idea Management Summary References Chapter 22: Idea Evaluation and Management Introduction Overview of Idea Evaluation and Management First and Final Screen Common Problems Gathering Evidence Analysis Summary References Section 5: Methodologies Chapter 23: Types of Innovation Introduction Symptoms Process Innovation Functional Innovation Design Innovation Product Innovation Service Innovation Business Model Innovation Co-creation Innovation Open Innovation “Not Invented Here” versus “The Wheel Not Reinvented” Conclusion References Chapter 24: TRIZ: Theory of Solving Inventive Problems Problem Solving with TRIZ TRIZ Tools for Problem Analysis Function Analysis and Trimming Zones of Conflict and Resources System Operator, or the 9 Windows Solving Problems by Eliminating Contradictions Solving Problems Using the 76 Standard Solutions Solving Problems Using “Effects” from Other Technologies Trends of Evolution Strategic Use of the Patterns of Evolution Research and Changes in TRIZ Bibliography Appendix 1. The 40 Principles for Inventive Problem Solving Chapter 25: Brinnovation (Breakthrough Innovation) Evolution of Innovation Great Innovators Knowledge Innovation Institutionalizing Innovation A New Framework for Innovation An Innovation Model Innovation Categories The Breakthrough Innovation Process The TEDOC Methodology Innovative Idea Generation Encouraging Innovation in an Organization Defining Innovation Summary Bibliography Chapter 26: Crowdsourcing: Tapping into the Talent of the Crowd Introduction The Renaissance of Amateurism The Open Source Software Movement Availability of New Tools of Production Self-Organized Communities The Crowdsourcing Definition Characterization of Crowdsourcing Activities Steps to Organize a Crowdsourcing Process Examples, Uses, and Applications of Crowdsourcing Creation of Content Distributed Work Collective Intelligence and Distributed Knowledge Crowdfunding Open Innovation Conclusion References Chapter 27: Open Innovation Introduction Networks and Innovation Open Innovation: When a Firm’s Borders Perish From Traditional Innovation to Open Innovation SMEs and Open Innovation Open Innovation among SMEs in Emerging Countries Innovation Programs in Turkey Evidence from the Aegean Region Results Conclusion References Chapter 28: Systematic Innovation Introduction Brief History of Systematic Innovation Why We Need Systematic Innovation Summary Anatomy of Systematic Innovation for Product Development Conclusion References Chapter 29: Eureka! What Insight Is and How to Achieve It Introduction Myths about Insight Dostoyevsky and the Complete and Whole Myth Newton, Darwin, and the Single Trigger Myth Technique #1: Emulating the Insightful The Process of Insight The Role of Experience in Insight The Role of Recall and Adaptation The Role of Curiosity, Questions, and Goals Darwin’s Competitor: Parallels and Differences Insight Defined Technique #2: Making the Creative Connection How to Get More Insights Technique #3: Using Questions to Find Insightful Answers Technique #4: Indexing Ideas for Better Reminding Technique #5: Adapting Partial Matches Substitution in Partial Matches Non-Obvious Matches Insights in Action: Some Final Examples Sydney Opera House Felice Frankel’s Photographs Dostoyevsky Revisited: Crime and Punishment Putting It All Together: Hunt’s Insight and Beyond Exercise: Mulling over Hulls Conclusion Chapter 30: Stage-Gate The Phased Review Process Objectives of a Phased Review Process Overview of the Phased Review Process The Phases in Detail Phase 1: Opportunity Identification Phase 2: Idea Generation Phase 3: Concept Evaluation Phase 4: Development Phase 5: Launch Evaluative Tasks in the Phased Review Process Radical Products and the Phased Review Process Third-Generation Processes Best Practices in Phased Review Processes References Chapter 31: Design Innovation Why Design Innovation Matters: The Innovation Gap The Balanced Breakthrough Model The Four-Square Model for Design Innovation Reframe the Problem Work at the Right Level of Abstraction Focus on Activities Not Problems (or Technology) Activity Models: The 5E’s Framework Activity Models: Customer Journey Activity Models: Three Levels of Why User Models: The Empathy Map User Name What Are They Thinking? What Are They Feeling? What Are They Saying? What Are People Doing? What Won’t They Tell You? “How Might We” Statements Prototyping References Chapter 32: Service Innovation: Introduction, Methodologies, and Key Findings Introduction Types of Service Innovations Importance of Service Innovations How Companies Get Involved in Service Innovation Characteristics of Service Innovation Challenges in Service Innovation Methodologies in Service Innovation Measures of Service Innovation Case Studies Discussion References Chapter 33: Social Innovation: Post-Fordist Globalization and New Horizons Introduction Social Innovation Social Capital and Social Innovation Social Bonding, Social Bridging, Diversity, and Social Innovation Social Media and the Innovator’s Dilemma Why Social Innovation The Long Tail, Social Media, and Innovation Social Media and the Wisdom of Crowds Conclus ion References Chapter 34: Nonprofit Innovation: Rethinking Value Creation for the Social Sector Introduction Context for Not-for-Profit Innovation The End Game: Profit versus Mission Innovation Best Practices for Nonprofits: Insights from Business Innovators Key Innovation Best Practices for Nonprofits Drive to Make Meaningful Change Cultivate Market Knowledge Harness Technology, Networks, and Social Media Use Data as an Innovation Tool Collaborate to Drive Better Outcomes Conclusion References Chapter 35: Cross-Industry Cooperation as a Key Factor for Innovation Introduction Literature Review Cooperation for Innovation Innovation in Industries Methodology Sample and Methods Results Company Profile Business Cooperation and Innovation Multivariate Analysis: Modes of Cooperation Multivariate Analysis: Cooperation for Innovation Multivariate Analysis: Factors and Obstacles to Innovation Conclusion References Section 6: Measurements Chapter 36: The Innovation Radar and Enterprise Business System: Innovation in Five Nordic Countries and Beyond Introduction Innovation as a Discipline Business Model Innovation Applied to Companies and Nations Hypothesis and Research Question Research Design Tool: The Innovation Radar The Pilot Project: InnoTools Scaling the Pilot: Measured and Managed Innovation in 100 Nordic Companies Findings from the Nordic MMI Program: Phase I 2010–2011 Findings from the MMI Program: Phase II 2012 Innovation Radar Focus and Business Life Cycle Container Shipping Fanatical Support and Security Incremental versus Radical Innovation Ecosystems and Partnership Innovation Distribution: BP Castrol and Hindustan Unilever The Panama Canal II: Winning Because of Its Spare Parts Network B&O and Apple: Design for Aesthetics or Market Lead Lessons for Innovation Managers Lessons for Policy Makers Conclusion References Chapter 37: Innovation Measures and Indices Difficulty with Current Innovation Measures State of Measures of Innovation Measures of Innovation for Developing an Innovation Index A Process for Developing Measures of Innovation Factors to Consider Return on Investment in Innovation Most, Best, and Managed Innovative Firms National and Global Measures and Indices of Innovation Process-Based National Measures Measures of Innovation: USA Measures of Innovation: China Measures of Innovation: Russia Measures of Innovation: India Measures of Innovation: European Union European Union Innovation Scorecard Framework: Blocks (3), Dimensions (8), and Indicators (25) Measures of Innovation: Global Innovation Index References Section 7: Deployment Chapter 38: Inspiration for Innovation Introduction Perspective: There Is a Place for Everyone Inspiration, Motivation, and Assessment What to Expect from This Chapter Define Context and Expectations for Innovation What Is Innovation? Process of Innovation What Type of Innovation Program Should Be Established? Process of Innovation Motivational Framework What Is Inspiration? Motivational Drivers DELI: Leveraging Life Interests in Vocational Performance Finding the Motivational and Inspirational Levers for Formulation, Development, and Optimization Revolutionary Innovation: Discovery and Formulation Bringing Innovation to Life Mapping Your Innovation Space Innovation Process Implementation Innovation Process and Drivers Space and Structures That Enable Innovation Tools and Resources to Inspire Innovation Descriptive Tools for Mapping What Exists Prescriptive Tools for Need Finding: Mining for Insights Ideating Tools Evaluation Tools: Assessing the Opportunity Summary References Chapter 39: Developing an Innovation Strategy for a Growing Firm What Is Strategy? Strategic Intent Mission Statement Vision Statement Sources of Firm Competencies What Is Competitive Advantage? Sources of Competitive Advantage Efficiency Quality Innovation Translating Competitive Advantage into Sustainable Competitive Advantage What Firms Need to Do for Innovation How to Build Systematic Innovation Capability DNA of Systematic Innovation Capability Capability of Competitors Industry Dynamism Exploiting Resources of Firm Customer Responsiveness How Innovation Can Be a Source of Competitive Advantage and What Are the Antecedents of Innovation Theoretical Discussion on Antecedents of Innovation Theoretical Discussion on Innovation Resolving Issues Related to Model Adoption Which Antecedents Theory on Model Classification Methodology ISM-Based Model Findings of the Antecedents from Literature Review Conclusions and Recommendations Conclusions Recommendations References Chapter 40: Organization for Innovation Introduction—Reasons for Organizational Innovation Boosters Main Characteristics of the Structures for Innovation Compared with Traditional Structures Forms of Departmentalization That Stimulate Innovation Structure by Projects Matrix Structure Cellular Structure Specific Structure for New Ventures Cases of Structures Organized for Innovation ALPARGATAS Construtora Norberto ODEBRECHT EMBRAER Conclusion References Chapter 41: Journey to Innovation Excellence Discipline in Building the Right Foundation Define What Innovation Is to Your Organization Types of Innovation Innovation Strategy Development How Much Innovation You Need What Is the Desired Type and Mix of Innovation? Portfolio Mix Where Will You Innovate? The Strategic Focus Areas Portfolio Strategy and Management Portfolio Management Prioritization and Focus Type Another Type, But It’s Not Innovation Hurdles by Type Organizational Capacity People and Capabilities Characteristics and Capabilities for Success in Innovation Experience Level Recommended for Platform and Disruptive Innovation Internal versus External Innovation Hiring Strong Team and Multifunctional Involvement Organizational Structure Insulation and Funding Transition Timing Key to Transition Success Process and Executional Excellence Process Excellence Speed of Decision Making—Impact of Layers and Meetings Openness to External Resources Executional Excellence—Project Management Project Managers—To Have or Not to Have Culture of Innovation and Commitment Continuous Learning and Applying: Learn Fast, Fail Fast Patience and Acceptance of Risk and Failure Risk Aversion Accountability Time to Think versus Do Commitment Reference Chapter 42: Culture of Innovation Introduction Assess Impact of the Change Motorola Technology Transition Framework Overview Initiate Customize Fan Out Institutionalize Sponsorship Communication Project Management Conclusion References Chapter 43: Measuring for Innovation Introduction Innovation and Business Success Dimensions for Measuring Innovation Indicators for Measuring Innovation Dimension 1: Innovation Strategy Dimension 2: Innovation Input Dimension 3: Innovation Process Dimension 4: Learning Process Dimension 5: Innovation Outcome Conclusion References Chapter 44: Intellectual Property for Innovation Introduction Trade Secrets Trademarks Patents Copyrights Conclusion Chapter 45: Product Launch Product Launch as an Academic Field of Study Strategic Launch Decisions Strategic and Tactical Launch Decisions Tactical Launch Decisions The Lean Launch The Importance of Launch Timing Product Launch by the New Venture Summary References Chapter 46: New Product Launch Abstract Introduction Portfolio Management Launching Strategies Launch Strategies: Meaning and Implications Evaluation of Frameworks Categories of Launch Strategies The Financial Impact of New Products The Role of IT Technologies The Role of IT in Communication with the Market The Role of IT in the Development of a Strategy for New Product Launch IT Usage and Variables Strategies for Success Assigning Dedicated Resources Implementing a Scientific Launch Process Investing in Collaboration Tools Managing Customer Feedback Defining Objectives and the Right Process Working Closely with Lead Users Education of Sales Staff Involvement of the Company Conclusions References Chapter 47: Business Innovation Maturity Model Using Capability Maturity Model Business Innovation Maturity Model BIMM Development Benefits of BIMM The BIMM Architecture Sporadic Innovations Idea Innovations Managed Innovations Nurtured Innovations Sustained Innovations The BIMM Assessment Methodology Guidelines for Using the BIMM Criteria Scoring Guidelines BIMM Assessor Qualifications Assessor Personal Attributes Assessor Expectations and Responsibilities Assessor Responsibilities Summary References Section 8: Case Studies Chapter 48: Financial Innovation What Is Financial Innovation? Financial versus Nonfinancial Innovation Deep History Financial Innovation by Embedding Options Inside Existing Financial Instruments Merton Miller’s Drivers of Financial Innovation Does Financial Innovation Come in Waves? Modeling Innovation Waves What Do We Know about the Life Spans of Financial Innovations? How Successful Are Financi al Innovations? Competition, Protection, and Monopoly Outcomes Liquidity-Driven Monopoly How Important Are Process Innovations? Who Regulates New Financial Products? Is Financial Innovation Good or Bad? The Credit Default Swap The Collateralized Mortgage Obligation A Case Study or the Role of Innovation in Competition: David Beats Goliath via Aggressive Innovation CBOT Had All the Advantages The Golden Decade of Innovation: 1972 to 1982 Process Innovation: The Race toward Electronic Trading References Chapter 49: Case Study: Technology Innovation within Government E-Government Movement across the Globe The Global E-Government Movement E-Government Innovation in the United States of America E-Governance Frameworks References Chapter 50: Case Study: Technology Innovation within Education Technology Innovation in Education Technology Innovation for Education Using Internet-Based Services Technology Innovation for Education Using the Cloud Technology Innovation for Education Using Smartphone and Tablet Apps Technology Innovation in Education Considering Influencing Organizations Conclusion References Index

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