Organising for Innovation

GSK were caught in the perfect storm from 2008. R&D productivity was declining, costs were going up, FDA approvals were at an all time low, vital patents were expiring and successful innovation seemed to be just out of reach. That's when the President of R&D set up a project called Innovation Sans Frontiers in an effort to create a pipeline with radical, game-chainging ideas to grow the business. This revelatory case study tracks this project over three years and identifies the key things which encourage innovation as well as highlighting the things which frustrate it. It identifies four characteristics or factors which, if organisations get them right, will stack the odds in favour of delivering successful, radical innovation.

Autorentext

Dr Peter Robbins is one of the UK's foremost experts in innovation, having been Global Director of Innovation Excellence with GSK for a number of years. Peter now lectures in NUI Maynooth and consults from his practice, the Innovation Foundation. Peter works with leading Irish and international organisations to assist them accelerate innovation.

Klappentext

GSK were caught in the perfect storm from 2008. R&D productivity was declining, costs were going up, FDA approvals were at an all time low, vital patents were expiring and successful innovation seemed to be just out of reach. That's when the President of R&D set up a project called Innovation Sans Frontiers in an effort to create a pipeline with radical, game-chainging ideas to grow the business. This revelatory case study tracks this project over three years and identifies the key things which encourage innovation as well as highlighting the things which frustrate it. It identifies four characteristics or factors which, if organisations get them right, will stack the odds in favour of delivering successful, radical innovation.