Innovation is central to the success of technology companies. The CEOs of these companies must make a priority of ensuring that technical know how is effectively converted into value. The paradox is that they rarely do. Resolving the Innovation Paradox shows how to put innovation for longer-term growth at the centre of the CEO radar. One tool is distributed innovation. Distributed innovation offers companies two main benefits. First, companies raise revenue by using channels such as licensing and selling innovation projects. Second, companies tap into external technical know-how, combining it seamlessly with their internal capabilities to develop 'high impact' products and services. Unconstrained by internal resources, such firms gain in agility. Resolving the Innovation Paradox offers examples from companies such as Generics, Intel, Nokia and Samsung. The book is addressed to all readers interested in managing innovation.
List of Figures
Foreword
PART 1 : INNOVATION IS SURVIVAL
Innovate Evaporate
Putting Technological Innovation to Work
An Innovation Crisis
Overview of the Book
PART 2 : THE CEO AS INNOVATION CHAMPION
Does the Current System Encourage Innovation-led Growth?
The Courage to Champion Innovation
Innovation in Family-Owned and Private Companies
A Swing of the Pendulum
Conclusion
PART 3 : IS INNOVATION MANAGEABLE?
The Act of Creation
Uncertainty is at the Heart of Innovation
Multi-Functional Projects
The Innovation Board
Project Portfolio Management
The S-Curves
Technology Mapping
Quality Function Deployment
Innovate with a High Market Orientation
Conclusion
PART 4 : LEVERAGING TECHNICAL INNOVATION THROUGH A DIVERSITY OF CHANNELS
Multiple Leveraging of Technical Innovation: The Example of Generics
Generics' Business System
Conclusion
PART 5 : REDEFINING INNOVATION MANAGEMENT : THE DISTRIBUTED INNOVATION SYSTEM
Redrawing the Company Perimeter: Danone, Nokia and Samsung
PART 6 : ENERGIZING THE DISTRIBUTED INNOVATION SYSTEM WITH ENTREPRENEURSHIP
Boosting Value Creation by Innovating in a Distributed Way
Inter: Innovation Inside?
Nokia
The Pharmaceutical Sector
Practising Distributed Innovation
PART 7 : THE CRUCIAL HUMAN FACTOR
Be Demanding and Supportive
What management Style for Managing Technical Professionals?
First-line Managers Must Effectively Develop an Entrepreneurial Business Sense
The Richness of Diversity in a Team
PART 8 : CREATING VALUE AND GROWTH THROUGH DISTRIBUTED INNOVATION
A Turnaround World
Innovation is the Key to Long-Term Growth of the Business
Resolving the Paradox through Distributed Innovation
The Way Forward
Bibliography
Index
