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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

One of the major topics in this course which ends with a paper is managing innovation in business. This book is a good complementary literature and furthers the schools goal to promote academic level English literacy.

Professor Pierre Rafih
Business Psychology, Hochschule für Angewandtes Management
May 8, 2020

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
April 12, 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
February 21, 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
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.

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