Innovation Capability Maturity Model E-Book

Patrick Corsi

• Herausgeber: John Wiley & Sons
• Kategorie: Wissenschaft und neue Technologien
• Sprache: Englisch

Seitenzahl: 377

Veröffentlichungsjahr: 2015

Beschreibung

Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change… the thinking level. No domain and no sector is immune to this transformation in todays’ world Having clarified our ideas through this book, we remain ever more convinced that the leveled maturity approach will lead to real advances in innovation over the 2020 years. Hence the competitive capacities of organizations must evolve. As we strive in our quest for new inspiration sources in business, let us reckon that all is bound to evolving… including the way to evolve. In that resides the very capacity to innovate.

Leseprobe

Table Of Contents

Cover

Title

Copyright

Acknowledgments

Preface

List of Acronyms

PART 1: Think Up a Method

1: Innovation: An Unfinished Journey

1.1. The journey as the end

1.2. Application of maturity levels in the innovation process

1.3. The effects of the knowledge society

1.4. What the current socioeconomic context indicates

1.5. Who can benefit from this book and how?

1.6. How to use this book?

2: Evaluating the Ability to Innovate

2.1. The art of change is not one-size-fits-all

2.2. A failed timing translates into zero progress

3: A Method to Progress

3.1. Progress in the ability to innovate requires a method

3.2. A new basis for competitiveness contributing to a greater whole

3.3. Two extremes revealing a relative immaturity

3.4. Evolving the concept of innovation

3.5. Controlling the acceleration is now the issue

3.6. An algebra of the different levels of maturity (Innovation Capability Maturity Model)

PART 2: A Discourse on the Method

4: Two Essential Preliminary Levels 0 and 1

4.1. Level 0 or “we are not concerned”

4.2. The level 1 or “Do it Right First Time”

4.4. A company that innovates only by reaction to competition or market trends (general study case)

4.5. SWOT matrix at level 1

5: Level 2: Not Yet Mature

5.1. Level 2 or “redo and, if possible, do better”

5.2. The SWOT matrix at level 2

6: Level 3: Maturity in Training

6.1. Level 3 or “collective efficacy”

6.2. SWOT matrix at level 3

7: Mastering Level 4

7.1. Level 4 or “collective efficiency”

7.2. SWOT matrix at level 4

8: Sustainable Mastery at Level 5

8.1. Level 5 or “dynamic, total and sustainable innovation”

8.2. SWOT matrix at level 5

PART 3: Implementing the Method

9: How to Innovate at Level 1?

9.1. Introduction

9.2. What is an innovation action at level 1?

9.3. What will these actions permit?

9.4. The functional dimensions of innovation activities

10: Innovating and Capitalizing at Level 2: Re-visiting the Past for Entering Level 3

10.1. Assembling the elements of an approach

10.2. Who is going to lead the innovation approach?

10.3. How can we reconcile the three business functions above?

10.4. The innovability diagnostic phase

10.5. Questions and issues that resonate with level 2

11: To Build Upon Levels 1 and 2

11.1. Driving innovation is a strategic activity

11.2. Advice when nominating the Innovation Steering Committee

11.3. An example of repeated yet spiraling innovation

12: Forging and Strengthening Systems Toward Level 3

12.1. Preparing a culture change in the organization

12.2. Starting the innovation throughout the company

12.3. Constitution of the innovation team

12.4. The analysis group of customer needs

12.5. Monitoring issues and management caution with level 3

12.6. When knowledge management comes of age

12.7. Is creating excess of knowledge an issue?

12.8. The paradoxical passage way from level 3 to level 4

13: Managing the Deployment at Level 4

13.1. Changing the method

13.2. The moment where management is revisited out of necessity

13.3. Further notes on management

13.4. When ideas become projects and projects become successes

13.5. Preparing level 5

14: Sustaining Level 5

14.1. A frequent misconception on the nature of level 5

14.2. The two logics prevailing at maturity level 5

14.3. Level 5 is all about rhythm and osmosis

14.4. The new art of managing at level 5

14.5. The discipline of smoothing breakthroughs

14.6. Why is level 5 “complex”?

14.7. A summary of all levels: the case of Apple through the years

PART 4: Possessing the Method

15: Using the Five Levels to Progress

15.1. Implement a growth strategy first

15.2. Benefits and general challenges associated with the five maturity levels

15.3. The case of TMC Innovation scaled up through the five maturity level2

16: Tool Sheets for Each Level and for Inter-level Dynamics

16.1. Summary sheets to assess the maturity of the innovation

16.2. Create dynamics with inter-levels

17: Going Beyond the Five Levels: a New Operational Capacity

17.1. Opportunities brought by the five levels

17.2. The toxic impacts of innovation – a discourse on complexity in firms

17.3. In conclusion

Appendix 1: APPENDICESA Recap of the Five Innovation Capability Maturity Levels

Appendix 2: An Innovation Vade Mecum

A2.1. The innovation autodiagnostic – your capacity to innovate in 20 assertions

A2.2. Questionnaire