The Innovation Playbook E-Book

Nicholas J. Webb

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 404

Veröffentlichungsjahr: 2010

Beschreibung

A complete roadmap to a revolution in business excellencefounded on innovation Author and successful innovator Nicholas Webb believes we need arevolution in business excellence founded on innovation. In TheInnovation Playbook, you will learn why innovations fail, thefive rules of customer connectivity, the power of "real open"innovation and customer co-creation, the secret formula forreducing product and market risk, the magic of Future-casting, andso much more. * Includes an abundance of anecdotes and examples ofsuccessful-and unsuccessful-innovation * Shares the 56 ways in which innovations fail * Learn the success secrets of "Innovation Superstars" * Reduce innovation failure and build speed to market Includes online training a ($150.00 value) that will help youput the theory into practice, The Innovation Playbook willprepare you to get your CIS Certification, as well as to implementa successful innovation culture in corporate life.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Foreword

Acknowledgments

Introduction

Still Crazy about Innovation—After All These Years

Becoming an Innovation Superstar

PART I - WHAT’S WRONG WITH INNOVATION TODAY

CHAPTER 1 - The New Economy: Different for Good

A Better Beer, a Better Burger

Would You Like Something to Drink?

The Darkest Hour

Not Your Father’s Economy

The Great Recession: A Tipping Point

Beginning of the End, or End of the Beginning?

Failure is Not an Option

Chapter Takeaways

CHAPTER 2 - The Wheels Keep Falling Off

56 Reasons Why

Getting to Ten

Nick’s Pick #1: The Wrong Focus

Nick’s Pick #2: Lack of Sponsorship

Nick’s Pick #3: Process Driven to the Hilt

Nick’s Pick #4: A Risk Centered Process

Nick’s Pick #5: Customer Be Damned

Nick’s Pick #6: No Resource Commitment

Nick’s Pick #7: Bail, Don’t Fail

Nick’s Pick #8: Not Really Open

Nick’s Pick #9: Innovation Socialism

Nick’s Pick #10: Lack of Systemic Innovation

It’s Not Always about Money

When Process Takes Over: What’s Wrong with Innovation Management Systems?

Chapter Takeaways

CHAPTER 3 - The Danger of Safety

Play the Game to Win

The Fear of Failure

Keepers of the Magic Lexicon

IBWA—Innovation By Walking Around

The System and the Solution

The Attack of the Organizational Antibodies

Diffusing the Bomb

Fire in the Belly

A Short Primer on Smart Risk

Chapter Takeaways

CHAPTER 4 - What’s Mything in Innovation Today

Myth #1: “If You Build a Better Mousetrap, Will They Beat a Path to Your Door?”

Myth #2: “But I AM Connected to My Customers”

Myth #3: “Open Is the Answer”

Myth #4: “The Product Is the Technology”

Freudian Slips: Psychoanalyzing Your Company’s Innovation

Time for Transition

Chapter Takeaways

PART II - INNOVATING YOUR WAY TO BUSINESS EXCELLENCE

CHAPTER 5 - Anatomy of an Innovation Superstar

What Does It Mean To Be an Innovation Superstar?

Bones of an Innovation Superstar: Customer, Process, Culture

Dissecting the Anatomy

Does “Fixing the Culture” Make You a Superstar?

The Customer Anatomy

The Process Anatomy

The Culture Anatomy

The Right Team

Chapter Takeaways

CHAPTER 6 - Creating Net Customer Value

One More Time: Invention and Innovation

What Is Net Customer Value?

Customer Value in Tiers

The Innovation Cycle and the Customer Experience

Finding the Soul of the Customer: Using Experiential Sliders

The Webb Triangle

A Darwinistic Approach to Net Customer Value

Chapter Takeaways

CHAPTER 7 - Carpet Time

How to Do Carpet Time

Carpet Time for Adults

Making the Most of Carpet Time

Carpet Time Tools: Innovation Safaris

Carpet Time Tools: Listening Posts

Carpet Time Tools: A Few More Bright Ideas

Carpet Time Tools: Poster Board Sessions

Adobe Sets an Example

The Inverted Pyramid Syndrome

Chapter Takeaways

CHAPTER 8 - The RealOpen Innovation Framework

A Prescription, Not a Diet

Open Innovation

What Is RealOpen?

What Is an Innovation Platform?

Find

Forward or Forget

Fast Forward

Forge

The Webb Triangle

Innovation Scenario Tactics

Chapter Takeaways

CHAPTER 9 - Creating a (Digital) Innovation Culture

Focus Upon Others, Not Thyself

The Innovation Focus Model

Focus, Leadership, Communication, and Eating Your Own Cooking

Before and After

Culture and the Innovation Superstar

Getting the Team Right

The Critical Role of Leadership

Towards a Digital Culture: Digital Innovation

Chapter Takeaways

CHAPTER 10 - Dancing with the Innovation Superstars

Warming Up on the Dance Floor

Snap-On Tools

Sierra Nevada Brewing Co.

Hewlett-Packard

The Nielsen Company

Now You, Too, Can Be a Superstar

The RealOpen Service and Software Offering

Chapter Takeaways

About the Author

About The Innovation Playbook Web Site

Index

Copyright © 2011 by Nicholas J. Webb. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Innovation Superstars™ and RealOpen™ are registered trademarks of Lassen Scientific Inc.

All rights reserved.

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Library of Congress Cataloging-in-Publication Data:

Webb, Nicholas J., 1958-

The innovation playbook : a revolution in business excellence / Nicholas J. Webb. p. cm.

Includes index.

ISBN 978-0-470-63796-8 (cloth); ISBN 978-0-470-91687-2 (ebk);

1. Technological innovations—Economic aspects. I. Title.

HC79.T4W43 2011

658.4’063—dc22

2010021342

I would like to dedicate this book to my amazing family: my beautiful wife Michelle, my daughters Taylor, Madison, and Paige, and my son Chase. I would also like to acknowledge the ongoing support of my identical twin brother, Charles Arthur Webb.

Foreword

Everyone talks about innovation. As companies, it’s our underpinning of success and growth. As consumers we demand it—and with increasing speed. As innovators, we thrive on the prospect of launching something game-changing.

But delivering on that need, demand, and passion with consistency and true benefit is what spells the difference between a one-time wonder and a company positioned for long-term success.

How do you ensure that you have a pipeline of eurekas? A steady supply of business propositions strong and relevant enough to capture the attention, imaginations, hearts, and intent-to-buy of your key audiences? And how do you ensure that they come quickly enough, since the window for market-leadership success, even for the most revolutionary innovations, continues to grow shorter as the world grows more interconnected.

It’s a delicate balance and an interesting interplay of managed creativity.

As outlined in the pages that follow, winning the innovation game calls for a series of highly choreographed elements that must play out with symphonic precision and elegance, firmly directed and fueled by passionate talent.

At Procter & Gamble, we’ve seen the extraordinary benefits—to the company and to our customers—of delivering in-market innovations that support our mission of touching and improving lives. Some of our most notable innovations have been:

• First disposable razor

• First synthetic detergent

• First fluoride toothpaste proven to fight tooth decay

• First commercial disposable diaper

• First fast-acting treatment for osteoporosis

• First in-home teeth whitening system

We’ve also seen the challenges, throughout our 173-year history, of keeping those ideas coming and, most critically, of ensuring that they are relevant.

One of our core learnings has been the need to remain connected to our customers—and to appreciate that you are never connected enough. When we’ve stepped back to evaluate the failure of an innovation or a new market introduction, the root cause has almost always been no understanding of what people really want and need. We often thought we knew. We tried to show them. And in the end, they showed us.

What those experiences also taught us is that a game-changer has to do more than deliver on today’s need. It also must deliver on tomorrow’s. We learned that once you understand the need, you must pull out all stops to find a solution, package it in a way that captures heads and hearts, and deliver on the value equation. Plus get it to market fast. Because if you’re working on it, chances are very high someone else either already is or will be very soon.

Nicholas Webb, in The Innovation Playbook, offers core elements that all of us can incorporate and learn from to help build success.

At P&G, we’ve been working on our orchestra for some time. We’ve built a team of experts in consumer research, R&D, and marketing. We’ve made innovation part of everyone’s job, regardless of what their job is. We try to ensure that our culture supports playing to win, but at the same time we must manage failure as part of the race. We also build innovation partnerships, through our Connect+Develop process, with experts, companies, and innovators outside P&G all over the world. And we try to have everyone connected so that ideas flow, grow, and improve. We appreciate that this must be an orchestra of precision. We have hit some sour notes, and we’re still learning. We always will be.

But we also keenly appreciate why we continue to practice, and how sweet the melodic sound of success can be. As our Chief Technology Officer Bruce Brown likes to say: “The answer to the challenges we face is always the same. The answer is innovation.”

CHRIS THOEN Director, External Innovation & Knowledge Management, Global Business Development, The Procter & Gamble Company

Acknowledgments

This book would not have been possible without the help of Peter Sanders, Jennifer Dean and Stephen Orsatti. I would also like to especially thank the amazing team at Brightidea, including Matthew Greeley the CEO of Brightidea, Paul Tran, Director of Strategic Initiatives and Marketing Manager, Stefanie Mainwaring. I would like to thank Ken Grossman at Sierra Nevada. Also, the team at Snap-on Tools. Lisa Underkoffler, the Principal Product Manager at Acrobat .com. Dr. Geoffrey Moore for his kind permission to allow us to share some of his amazing work. Ann Marie Dumais, senior vice president of new product introductions at Nielsen Company. One of the best patent attorneys in the country Robert M. Siminski. I also would like to thank Jim Austin, Director of Life Sciences, Decision Strategies International, Inc. Terry Fadem, Managing Director, Corporate Alliances, University of Pennsylvania School of Medicine Paul J. H. Schoemaker, Research Director, Mack Center for Technological Innovation at The Wharton School for allowing me to share their amazing work in the area of scenario planning. Last but certainly not least, I would like to thank Hewlett-Packard Corporation for allowing us the opportunity to share their HP garage material. I would especially like to thank Silvi Steigerwald Innovation Strategist HP Software & Solutions and Art Beckman Innovation Program Lead HP Software & Solutions.

Introduction

The innovation headlines speak for themselves.

• For almost 90 percent of CEOs, generating organic growth through innovation has become essential for success in their industry. (Source: Boston Consulting Group.)

• Of more than 900 CEOs surveyed, less than half are satisfied with the financial returns on their investments in innovation. with the financial returns on their investments in innovation. (Boston Consulting Group.)

• The global innovation success average, across all geographies and all industries, is only 4 percent. (Dolphin Group, BusinessWeek.)

• Businesses today have no shortage of ideas; rather, they lack the ability to determine their value in a systematic, timely, and cost-effective way. (Microsoft white paper: Innovation Process Management.)

• According to a global survey published by the Boston Consulting Group, 74 percent of companies contacted planned to increase spending on innovation and 90 percent of them consider innovation “essential for success” in their industries. However, less than half were satisfied with the financial returns on their investments in innovation.

• Improving competitive advantage, increased revenue growth, and faster innovation are among the top 10 issues for CIOs. (Gartner Group CIO Survey.)

• The failure rate of innovation is huge, or you could say the success rate—4 percent—is pathetic. (Larry Keeley, Doblin Inc.)

Are we, as stewards of our own capitalistic future and fate, doing what we need to do to stay on top of the competitive heap? Or are we locked in an inexorable race to the bottom?