Making Innovation Work
How to Manage It, Measure It, and Profit from It, Updated Edition
1st Edition
Published on 9. November 2012
400 pages
978-0-13-309335-3 (ISBN)
Description
Profitable innovation doesn't just happen. It must be managed, measured, and properly executed, and few companies know how to accomplish this effectively. Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience -- as well as the most thorough review of innovation research ever performed. They'll show what works, what doesn't, and how to use management tools to dramatically increase the payoff from innovation investments. Learn how to define the right strategy for effective innovation; how to structure an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process -- from idea creation and selection through prototyping and commercialization. This updated edition refreshes the examples used throughout the book and features a new introduction that gives currency to the principles covered throughout.
More details
Edition
1. Auflage
Language
English
Place of publication
NJ
United States
Publishing group
Pearson Education (US)
Target group
College/higher education
File size
6,28 MB
ISBN-13
978-0-13-309335-3 (9780133093353)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Tony Davila | Marc Epstein | Robert Shelton
Making Innovation Work
How to Manage It, Measure It, and Profit from It, Updated Edition
Book
12/2012
Pearson FT Press
€41.46
Article exhausted; check different version
Persons
TONY DAVILA leads the Entrepreneurship Department and Entrepreneurship and Innovation Center at IESE Business School, and is one of the world's leading scholars, speakers, and advisers on entrepreneurship and innovation. Building on his doctoral work at the Harvard Business School, he works with both large industrial companies and Silicon Valley startups to design management control and performance measurement systems that drive innovation.
MARC J. EPSTEIN is Distinguished Research Professor of Management at Jones Graduate School of Business at Rice University. Previously Visiting Professor at Harvard, he has been a senior consultant to leading corporations and governments for more than thirty years, specializing in strategy implementation, innovation, governance, accountability, and performance metrics. He has also served as professor at Stanford Business School and INSEAD.
ROBERT D. SHELTON is the Leader of the Innovation Practice at a major global consulting firm. Through many years as an innovation consultant, his client list is a "who's who" of innovative companies including leaders in high tech, consumer goods and services, software, financial services, cleantech, aerospace, and healthcare industries. He was Vice President and Managing Director with Arthur D. Little, and Managing Director of the SRI Worldwide Technology Management practice.
MARC J. EPSTEIN is Distinguished Research Professor of Management at Jones Graduate School of Business at Rice University. Previously Visiting Professor at Harvard, he has been a senior consultant to leading corporations and governments for more than thirty years, specializing in strategy implementation, innovation, governance, accountability, and performance metrics. He has also served as professor at Stanford Business School and INSEAD.
ROBERT D. SHELTON is the Leader of the Innovation Practice at a major global consulting firm. Through many years as an innovation consultant, his client list is a "who's who" of innovative companies including leaders in high tech, consumer goods and services, software, financial services, cleantech, aerospace, and healthcare industries. He was Vice President and Managing Director with Arthur D. Little, and Managing Director of the SRI Worldwide Technology Management practice.
Content
Chapter 1 Driving Success: How You Innovate Determines What You Innovate
Chapter 2 Mapping Innovation: What Is Innovation and How Do You Leverage It?
Chapter 3 Choosing Your Destiny: How to Design a Winning Innovation Strategy
Chapter 4 Organizing for Innovation: How to Structure a Company for Innovation
Chapter 5 Management Systems: Designing the Process of Innovation
Chapter 6 Illuminating the Pathway: How to Measure Innovation
Chapter 7 Rewarding Innovation: How to Design Incentives to Support Innovation
Chapter 8 Learning Innovation: How Do Organizations Become Better at Innovating?
Chapter 9 Cultivating Innovation: How to Design a Winning Culture
Chapter 10 Conclusion: Applying the Innovation Rules to Your Organization
Endnotes
Bibliography
Additions to Bibliography for Updated Edition
Index
Chapter 2 Mapping Innovation: What Is Innovation and How Do You Leverage It?
Chapter 3 Choosing Your Destiny: How to Design a Winning Innovation Strategy
Chapter 4 Organizing for Innovation: How to Structure a Company for Innovation
Chapter 5 Management Systems: Designing the Process of Innovation
Chapter 6 Illuminating the Pathway: How to Measure Innovation
Chapter 7 Rewarding Innovation: How to Design Incentives to Support Innovation
Chapter 8 Learning Innovation: How Do Organizations Become Better at Innovating?
Chapter 9 Cultivating Innovation: How to Design a Winning Culture
Chapter 10 Conclusion: Applying the Innovation Rules to Your Organization
Endnotes
Bibliography
Additions to Bibliography for Updated Edition
Index
