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Summary
Summary
Combining insights from leading academic research and experienced managers, this book provides a systematic framework to understand what innovation is, why it matters, how it can be managed and how it can help your organization to reach its objectives.
Author Notes
BENOÎT GAILLY Professor in Innovation Management and Strategy at the Centre of Research in Entrepreneurial Change and Innovative Strategies (CRECIS) of the Louvain School of Management. He holds a Master in Engineering, a PhD in Applied Mathematics, a Master in Technology Studies and a Master in Business Administration. His main research themes are innovation capabilities and innovation support systems, both from a policy and business point of view. At the Université Catholique de Louvain he held the Puilaetco Chair in Management and Financing of Technology innovation and was the President of the Technology Transfer Board. Benoit Gailly is also the co-director of University Executive Education Programme in Innovation Management. Before working at UCL he was a consultant and manager at McKinsey & Company. During the last 15 years Benoit Gailly has been working as board member, adviser, facilitator or expert regarding the development of innovation management capabilities for start-ups, international corporations and policy makers. He was also board member of the Belgian Federal Investment Fund, the Brussels Regional Investment Fund and of the Technology Support Board of the Walloon Region. His clients include international corporations in the glass, chemical, financial petrochemical, ICT, pharmaceutical, raw material and electronics sectors and the European Commission as well as numerous high-tech start-ups and academic spinoffs.
Table of Contents
List of figures | p. viii |
Acknowledgements | p. ix |
About the author | p. x |
Introduction | p. xi |
What the book is about | p. xi |
To whom the book is dedicated | p. xi |
What you will get out of the book | p. xii |
What you will not get out of the book | p. xii |
Structure | p. xiii |
Part I Understanding the Innovation Challenge | |
Chapter 1 Understanding innovation | p. 3 |
Short case: cell phones | p. 3 |
Much more than creativity | p. 5 |
Managing change and adoption | p. 10 |
Much more than new product development | p. 19 |
How big is the change? | p. 22 |
Key points to take away from Chapter 1 | p. 23 |
Further reading | p. 24 |
Chapter 2 Why worry? The case for innovation | p. 26 |
Short case: the electric car challenge | p. 26 |
Global trends | p. 28 |
Industry trends | p. 32 |
Building the right capabilities | p. 35 |
Key points to take away from Chapter 2 | p. 36 |
Further reading | p. 37 |
Synthesis of Part I | p. 39 |
Part II Developing Innovation Capabilities | |
Chapter 3 Strategy: how and how much to innovate | p. 43 |
Short case: strategic innovations in the airline industry | p. 43 |
How to develop innovative corporate strategies | p. 45 |
How to develop innovative business strategies | p. 50 |
How innovative should your strategy be? | p. 60 |
Key points to take away from Chapter 3 | p. 67 |
Further reading | p. 68 |
Chapter 4 Nurturing entrepreneurial resources | p. 70 |
Short case: boosting entrepreneurship at Plastics Ltd. | p. 70 |
Innovative people: nurturing corporate entrepreneurs | p. 72 |
Innovative teams: building winning packs | p. 80 |
Innovative organizations: deliverables, cultures and structures | p. 85 |
Innovative ecosystems: networks of innovation | p. 98 |
Key points to take away from Chapter 4 | p. 106 |
Further reading | p. 108 |
Chapter 5 Sourcing: finding the gold nuggets | p. 110 |
Short case: identifying opportunities at Materials International | p. 110 |
Sources of innovation | p. 112 |
Harvesting corporate knowledge (internal sources) | p. 122 |
Harvesting the environment (external sources) | p. 132 |
Key points to take away from Chapter 5 | p. 137 |
Further reading | p. 139 |
Chapter 6 Assessing innovations | p. 141 |
Short case: raising funds for GeneticTools | p. 141 |
Introduction: the art of business planning | p. 143 |
Opportunity: why it is there and what it is about | p. 147 |
Resources: who and how much? | p. 158 |
Integrating uncertainties | p. 167 |
Key points to take away from Chapter 6 | p. 174 |
Further reading | p. 176 |
Chapter 7 Managing the innovation pipeline | p. 177 |
Short case: changing course | p. 177 |
Why it's not just project management | p. 179 |
Adaptative management: stages, portfolios and gates | p. 182 |
Key points to take away from Chapter 7 | p. 194 |
Further reading | p. 195 |
Synthesis of Part II | p. 196 |
Conclusion | p. 198 |
Notes and references | p. 201 |
Index | p. 206 |