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Applying Innovation

Applying Innovation

June 2008 | 424 pages | SAGE Publications, Inc

A step-by-step approach to applying high-impact innovation principles in any organization

Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service—and simply following the pack. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees.

Applying Innovation combines the key ingredients from areas including innovation management, strategic planning, performance measurement, creativity, project portfolio management, performance appraisal, knowledge management, and teams to offer an easily applied recipe for enterprise growth. Authors David O'Sullivan and Lawrence Dooley map out the main concepts of the innovation process into a clear, understandable framework—the innovation funnel.

Unlike other texts for this course, Applying Innovation goes beyond methodologies and checklists to offer an invaluable step-by-step approach to actually applying high-impact innovation in any organization using a knowledge management systems, whether for a boutique firm or one comprised of thousands of individuals.

Key Features:

  • Adopts a practical approach to overseeing innovation that focuses on useful tools and techniques rather than on theory and methodologies
  • Offers student activities within the text for immediate application of key concepts, reinforcing retention and comprehension
  • Teaches students to build and apply effective innovation management systems for any organization successfully, regardless of the firm's size or structure

Intended Audience:
Applying Innovation is designed for undergraduate and graduate courses such as Innovation Management, Project Management, Strategic Planning, and Performance Management in fields of business, science, and engineering. This book appeals to instructors who want to reduce the "chalk and talk" and increase the hands-on practicality of their courses in innovation management.

Book Aims
Book Structure
Learning Activities
Intended Audience
Learning Targets  
Apple Makes Sweet Music  
1. Defining Innovation
1.1. Introduction  
Learning Targets  
1.2. Definition of Innovation  
1.3. Related Concepts  
1.4. Drivers of Innovation  
1.5. Categories of Innovation  
1.6. Product Innovation  
1.7. Process Innovation  
1.8. Service Innovation  
1.9. Product and Process Innovation  
1.10. Radical and Incremental Innovation  
1.11. Disruptive Innovation  
1.12. Innovation and Operations  
Case Study  
1.13. Summary  
2. Managing Innovation
2.1. Introduction  
Learning Targets  
2.2. Techniques of Change  
2.3. Change Methodology  
2.4. Excellent Organizations  
2.5. Innovation Culture  
2.6. Barriers to Innovation  
2.7. Adapting Culture  
2.8. Models of Innovation  
2.9. Managing Innovation  
Case Study  
2.10. Summary  
3. Processing Innovation
3.1. Introduction  
Learning Targets  
3.2. Investment in Innovation  
3.3. Goals of Innovation  
3.4. Failure of Innovation  
3.5. Process of Innovation  
3.6. Applied Innovation  
3.7. Innovation Funnel  
Case Study  
Learning Targets  
4. Analyzing Environments
4.1. Introduction  
Learning Targets  
4.2. Goal Planning  
4.3. Defining Goals  
4.4. Environment Analysis  
4.5. PEST Analysis  
4.6. Five Force Model  
4.7. Benchmarking  
4.8. SWOT Analysis  
4.9. Core Competencies  
4.10. Developing Statements  
Case Study  
4.11. Summary  
5. Defining Objectives
5.1. Introduction  
Learning Targets  
5.2. Identifying Stakeholders  
5.3. Defining Requirements  
Case Study  
5.4. Identifying Thrusts  
5.5. Generic Market Objectives  
5.6. Strategic Objectives  
5.7. Objectives for Innovation  
Case Study  
5.8. Summary  
6. Measuring Indicators
6.1. Introduction  
Learning Targets  
6.2. Performance Indicators  
6.3. Defining Indicators  
6.4. Innovation Process Indicators  
6.5. Performance Charts  
6.6. Balanced Scorecard  
6.7. Implementing the Balanced Scorecard  
Case Study  
6.8. Summary  
Learning Targets  
3M and the Post-it Note  
7. Creating Ideas
7.1. Introduction  
Learning Targets  
7.2. Action Pathway  
7.3. Problem Solving  
7.4. Creativity  
7.5. Enhancing Creativity  
7.6. Encouraging Creativity  
7.7. Sources of Ideas  
7.8. New Knowledge Ideas  
Case Study  
7.9. Ideation Tools  
7.10. Selected Ideation Tools  
7.11. Modeling Tools  
7.12. Physical Space  
Case Study  
7.13. Summary  
8. Managing Projects
8.1. Introduction  
Learning Targets  
8.2. Projects  
8.3. Project Planning  
8.4. Project Scheduling  
8.5. Project Controlling  
8.6. Quantitative Benefits  
8.7. Qualitative Benefits  
8.8. Risk Management  
8.9. Project Innovation  
8.10. Project Tools  
Case Study  
8.11. Summary  
9. Developing Products
9.1. Introduction  
Learning Targets  
9.2. New Product Development  
9.3. Stage Gate Process  
9.4. Product Funding  
9.5. Protecting New Products  
9.6. Commercializing New Products  
9.7. Linkages with Marketing  
9.8. Diffusion of New Products  
9.9. Entrepreneurship  
Case Study  
9.10. Summary  
10. Balancing Portfolios
10.1. Introduction  
Learning Targets  
10.2. Portfolio Objectives  
10.3. Maximizing Value of Portfolio  
10.4. Creating the right Mix of Projects  
10.5. Maximizing Alignment with Goals  
10.6. Optimizing Resources  
10.7. Portfolio Budgeting  
10.8. Balancing the Portfolio  
Case Study  
10.9. Summary  
Learning Targets  
11. Leading Innovation
11.1. Introduction  
Learning Targets  
11.2. Transactional vs. Transformational  
11.3. General Leadership Traits  
11.4. Innovation Leadership Traits  
11.5. Leadership Roles in Innovation  
11.6. Leadership Interpersonal Skills  
11.7. Leadership and Culture  
11.8. Conflict Management  
Case Study  
11.9. Summary  
12. Building Teams
12.1. Introduction  
Learning Targets  
12.2. Organizational Structure  
12.3. Aligning Structures  
12.4. Defining Teams  
12.5. Innovation Teams  
12.6. Creating Effective Teams  
12.7. Project Team Structure  
12.8. Team Empowerment  
12.9. Empowerment and Enablement  
12.10. Team Skills  
12.11. Virtual Teams  
12.12. Communities of Practice  
Case Study  
12.13. Summary  
13. Motivating Performance
13.1. Introduction  
Learning Targets  
13.2. Motivation  
13.3. Intrinsic and Extrinsic Motivation  
13.4. Gain Sharing  
13.5. Profit Sharing  
13.6. Performance Appraisal  
13.7. Performance Appraisal System  
13.8. Training and Development  
Case Study  
13.9. Summary  
Learning Targets  
14. Leading Innovation
14.1. Introduction  
Learning Targets  
14.2. Transactional vs. Transformational  
14.3. General Leadership Traits  
14.4. Innovation Leadership Traits  
14.5. Leadership Roles in Innovation  
14.6. Leadership Interpersonal Skills  
14.7. Leadership and Culture  
14.8. Conflict Management  
Case Study  
14.9. Summary  
15. Building Teams
15.1. Introduction  
Learning Targets  
15.2. Organizational Structure  
15.3. Aligning Structures  
15.4. Defining Teams  
15.5. Innovation Teams  
15.6. Creating Effective Teams  
15.7. Project Team Structure  
15.8. Team Empowerment  
15.9. Empowerment and Enablement  
15.10. Team Skills  
15.11. Virtual Teams  
15.12. Communities of Practice  
Case Study  
15.13. Summary  
16. Motivating Performance
16.1. Introduction  
Learning Targets  
16.2. Motivation  
16.3. Intrinsic and Extrinsic Motivation  
16.4. Gain Sharing  
16.5. Profit Sharing  
16.6. Performance Appraisal  
16.7. Performance Appraisal System  
16.8. Training and Development  
Case Study  
16.9. Summary  
Learning Targets  
17. Managing Knowledge
17.1. Introduction  
Learning Targets  
17.2. Defining Knowledge  
17.3. Knowledge Management  
17.4. Knowledge Sharing  
17.5. Codification and Personalization  
17.6. Depth of Knowledge  
17.7. Collaboration  
17.8. Knowledge Management Tools  
17.9. Collaborative Portals  
17.10. Discussing Results  
17.11. Meeting Management  
Case Study  
17.12. Summary  
18. Building Communities
18.1. Introduction  
Learning Targets  
18.2. Learning Organization  
18.3. Developing a Learning Organization  
18.4. Individual Learning  
18.5. Sources of Learning  
18.6. Applied Innovation Portal  
18.7. Portal Design  
18.8. Fields  
18.9. Relationships  
18.10. Matrix Diagram  
Case Study  
18.11. Summary  
19. Extending Innovation
19.1. Introduction  
Learning Targets  
19.2. Extended Innovation  
19.3. Types of Innovation Processes  
19.4. Individual Innovation  
19.5. Project Innovation  
19.6. Collaborative Innovation  
19.7. Distributed Innovation  
19.8. Nurturing Distributed Innovation  
19.9. Innovation Hierarchy  
19.10. Future Portal Technology  
19.11. Clustered Innovation  
19.12. Assessing Applied Innovation  
Case Study  
19.13. Summary  
Further Essential Reading
Appendix: Sample Innovation Plans
20. SwitchIt Manufacturing Dept.
21. RDF Design Department
22. QualTransTM Inc.
23. Harper Sculpting Ltd.
24. Community Support Team
25. Small Manufacturing Enterprise

Very good book. Will be added to the reading list. Very good book to suppliment the material provided in a New Product Marketing module. For future the addition of colour would help visual learners - or indeed the general attention of level 4 students! Only reason not made essential reading for the module is that it is too heavy for a module based around both new product development as well as marketing.

Miss Katie Louise Leggett
Ashcroft Intl Bus Schl (Cambridge), Anglia Ruskin University
February 23, 2019

The book presents the basic issues about innovation. It is a good introduction to the subject of innovation in the organization. The students have access to clearly depicted knowledge on applying innovation.

Dr Magdalena Klimczuk-Kochańska
Management , University of Warsaw
March 25, 2016

A great concise text that puts all the information at your fingertips.

Mr Paul Matthews
School of Hospitality, Tourism & Events, University College Birmingham
April 22, 2015

For use in the course "Product development and Innovation" - 2 year BA level

Mrs Ingibjorg Sigurdardottir
Department of Rural Tourism, Holar University College
January 28, 2015

This text provides a good introduction to some important themes. However it lacks in-depth industry examples which is a must for international students.

Mrs Paulette Toppin
University of Derby Online, Derby University
May 16, 2014

The book was quite easy to read and understand. I would say that the students enjoyed it.

Professor Rifat Kamasak
Faculty of Commerce, Yeditepe University
April 30, 2014

This book will be suggested as supplementary reading for students, but has not been added to any formal reading list. There are some useful models for the students however the book appears to be written with business schools or business management courses in mind. There is very little written on the evaluation of innovation. I will see what the students reaction to the text book is over the next 6 months.

Mrs Carole Schubert
School of Health and Social Care, University of Teesside
September 12, 2011

This is a good book for guiding innovator on how to apply their innovative idea into successful product. It can be included within Innovation Management textbook. Surely there are other issues that need to be considered if one wants to do a complete innovation management analysis. That is why this book should used in conjunction with other innovation management book and not in itself.

Dr Surya Mahdi
Bristol Business School, University of the West of England, Bristol
April 14, 2011

The book is good for research, but can only be used as a supplemental book to the main text for intellectual property law.

Mr Timothy Umahi
School of Law, Manchester University
July 23, 2010

Much more comprehensive subject matter than was needed for this class.

Len Deneault
Business Dept, Rivier College
September 29, 2009
Key features
Applying Innovation is different from other books. It cuts through the theory and gets students working on a practical and hands-on approach to managing innovation. Applying innovation, in any organization, requires close attention to five key knowledge areas - goals, actions, teams, results and communities and of equal importance the relationships between them.

Each chapter is focused on structuring and storing knowledge that can be used for managing innovation. Each chapter contains activities to apply the lessons learned. All chapter activities then combine together into one holistic innovation plan for an organization chosen by the student.

Activities include
  • Select your own organization and benchmark similar organizations
  • Identify individuals in your innovation team
  • Create various statements including mission, vision, SWOT
  • Identify stakeholders and their requirements
  • Identify strategic thrusts and develop strategic objectives
  • Create and structure a set of performance indicators
  • Develop a sample performance chart
  • Generate sample problems and ideas
  • Create a portfolio of projects and their critical data
  • Develop a bubble diagram for project portfolio
  • Draw a simple activity model for your organization
  • Assign responsibility for various activities to individuals
  • Assign teams to various activities
  • Identify skills and courses for your innovation team
  • Perform a performance appraisal to one member of your team
  • Create a set of relationship matrices for various activities
  • Pull all activities together into one innovation plan
All activities are carried out using a simple spread sheet. This spread sheet can be easily shared or presented in the classroom.

For instructors

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