Resolving the Innovation Paradox

Innovation is central to the success of technology companies. The CEOs of these companies must make a priority of ensuring that technical know how is effectively converted into value. The paradox is that they rarely do. Resolving the Innovation Paradox shows how to put innovation for longer-term growth at the centre of the CEO radar. One tool is distributed innovation . Distributed innovation offers companies two main benefits. First, companies raise revenue by using channels such as licensing and selling innovation projects. Second, companies tap into external technical know-how, combining it seamlessly with their internal capabilities to develop 'high impact' products and services. Unconstrained by internal resources, such firms gain in agility. Resolving the Innovation Paradox offers examples from companies such as Generics, Intel, Nokia and Samsung. The book is addressed to all readers interested in managing innovation.

Autorentext
GEORGES HAOUR is Professor at IMD, Lausanne, Switzerland where he teaches Technology Management and directs executive programmes for managers coming from technology companies worldwide. He also works at Generics in Cambridge, UK in the area of technology ventures and start-ups. Georges Haour acts as an advisor to companies in Europe, North America, Japan and Singapore in the area of technology ventures and Research and Development/ Innovation Management and is a member of the board of several organisations, including technology start-ups. He is the author or more than 70 publications including prize winning case studies.

Inhalt
List of Figures Foreword PART 1: INNOVATION IS SURVIVAL Innovate Evaporate Putting Technological Innovation to Work An Innovation Crisis Overview of the Book PART 2: THE CEO AS INNOVATION CHAMPION Does the Current System Encourage Innovation-led Growth? The Courage to Champion Innovation Innovation in Family-Owned and Private Companies A Swing of the Pendulum Conclusion PART 3: IS INNOVATION MANAGEABLE? The Act of Creation Uncertainty is at the Heart of Innovation Multi-Functional Projects The Innovation Board Project Portfolio Management The S-Curves Technology Mapping Quality Function Deployment Innovate with a High Market Orientation Conclusion PART 4: LEVERAGING TECHNICAL INNOVATION THROUGH A DIVERSITY OF CHANNELS Multiple Leveraging of Technical Innovation: The Example of Generics Generics' Business System Conclusion PART 5: REDEFINING INNOVATION MANAGEMENT : THE DISTRIBUTED INNOVATION SYSTEM Redrawing the Company Perimeter: Danone, Nokia and Samsung PART 6: ENERGIZING THE DISTRIBUTED INNOVATION SYSTEM WITH ENTREPRENEURSHIP Boosting Value Creation by Innovating in a Distributed Way Inter: Innovation Inside? Nokia The Pharmaceutical Sector Practising Distributed Innovation PART 7: THE CRUCIAL HUMAN FACTOR Be Demanding and Supportive What management Style for Managing Technical Professionals? First-line Managers Must Effectively Develop an Entrepreneurial Business Sense The Richness of Diversity in a Team PART 8: CREATING VALUE AND GROWTH THROUGH DISTRIBUTED INNOVATION A Turnaround World Innovation is the Key to Long-Term Growth of the Business Resolving the Paradox through Distributed Innovation The Way Forward Bibliography Index