Patrick Corsi, Erwan Neau

Innovation Capability Maturity Model

• Gebundenes Buch

Produktbeschreibung

Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change... the thinking level. No domain and no sector is immune to this transformation in todays' world Having clarified our ideas through this book, we remain ever more convinced that the leveled maturity approach will lead to real advances in innovation over the 2020 years. Hence the competitive capacities of organizations must evolve. As we strive in our quest for new inspiration sources in business, let us reckon that all is bound to evolving... including the way to evolve. In that resides the very capacity to innovate.

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Produktdetails

• Verlag: Wiley
• Seitenzahl: 322
• Erscheinungstermin: 15. Juni 2015
• Englisch
• Abmessung: 240mm x 161mm x 22mm
• Gewicht: 651g
• ISBN-13: 9781848218277
• ISBN-10: 1848218273
• Artikelnr.: 42602320

Autorenporträt

Patrick Corsi, Neau Erwan, Consultants, France.

Inhaltsangabe

ACKNOWLEDGMENTS xi
PREFACE xiii
LIST OF ACRONYMS xvii
PART 1. THINK UP A METHOD 1
CHAPTER 1. INNOVATION: AN UNFINISHED JOURNEY 3
1.1. The journey as the end 3
1.2. Application of maturity levels in the innovation process 5
1.3. The effects of the knowledge society 7
1.4. What the current socioeconomic context indicates 8
1.5. Who can benefit from this book and how? 10
1.6. How to use this book? 12
CHAPTER 2. EVALUATING THE ABILITY TO INNOVATE 13
2.1. The art of change is not one-size-fits-all 13
2.1.1. Change is an awareness of a phenomenon's time derivatives 14
2.1.2. Any system reflects the maturity of its subsystems 15
2.2. A failed timing translates into zero progress 16
2.2.1. When the emergency is in conflict with the ability to innovate 16
2.2.2. Moving up the time axis leads to influencing time 17
CHAPTER 3. A METHOD TO PROGRESS 21
3.1. Progress in the ability to innovate requires a method 21
3.1.1. Provide a starting point for the method 25
3.2. A new basis for competitiveness contributing to a greater whole 25
3.2.1. The importance of selected vocabulary 27
3.3. Two extremes revealing a relative immaturity 28
3.4. Evolving the concept of innovation 30
3.5. Controlling the acceleration is now the issue 31
3.6. An algebra of the different levels of maturity (Innovation Capability
Maturity Model) 33
3.6.1. The progression route starts anyway from the lowest point reached 33
PART 2. A DISCOURSE ON THE METHOD 37
CHAPTER 4. TWO ESSENTIAL PRELIMINARY LEVELS 0 AND 1 39
4.1. Level 0 or "we are not concerned" 39
4.1.1. What is level 0? 39
4.1.2. An example at level 0 39
4.1.3. Examples of organizations at level 0 40
4.2. The level 1 or "Do it Right First Time" 41
4.3. Two examples where innovation at level 1 puts companies under death
sentence 46
4.4. A company that innovates only by reaction to competition or market
trends (general study case) 49
4.5. SWOT matrix at level 1 50
CHAPTER 5. LEVEL 2: NOT YET MATURE 53
5.1. Level 2 or "redo and, if possible, do better" 53
5.2. The SWOT matrix at level 2 58
CHAPTER 6. LEVEL 3: MATURITY IN TRAINING 61
6.1. Level 3 or "collective efficacy" 61
6.2. SWOT matrix at level 3 69
CHAPTER 7. MASTERING LEVEL 4 71
7.1. Level 4 or "collective efficiency" 71
7.2. SWOT matrix at level 4 81
CHAPTER 8. SUSTAINABLE MASTERY AT LEVEL 5 83
8.1. Level 5 or "dynamic, total and sustainable innovation" 83
8.2. SWOT matrix at level 5 91
PART 3. IMPLEMENTING THE METHOD 93
CHAPTER 9. HOW TO INNOVATE AT LEVEL 1? 95
9.1. Introduction 95
9.2. What is an innovation action at level 1? 96
9.3. What will these actions permit? 97
9.4. The functional dimensions of innovation activities 97
CHAPTER 10. INNOVATING AND CAPITALIZING AT LEVEL 2: RE-VISITING THE PAST
FOR ENTERING LEVEL 3 103
10.1. Assembling the elements of an approach 103
10.1.1. Prerequisites for level 3 104
10.1.2. Set apart what is urgent from what is important 105
10.2. Who is going to lead the innovation approach? 106
10.3. How can we reconcile the three business functions above? 107
10.4. The innovability diagnostic phase 109
10.4.1. A true story 109
10.5. Questions and issues that resonate with level 2 110
10.6. A level 3 checklist to create an innovation upon request 110
CHAPTER 11. TO BUILD UPON LEVELS 1 AND 2 113
11.1. Driving innovation is a strategic activity 113
11.2. Advice when nominating the Innovation Steering Committee 116
11.2.1. More about breakthrough or disruptive innovation 124
11.3. An example of repeated yet spiraling innovation 126
CHAPTER 12. FORGING AND STRENGTHENING SYSTEMS TOWARD LEVEL 3 129
12.1. Preparing a culture change in the organization 129
12.2. Starting the innovation throughout the company 132
12.2.1. The first actions of the Steering Committee 132
12.2.2. Launching a communication and a training policy 132
12.2.3. Demystification - Awareness - Information - Education - Action 132
12.3. Constitution of the innovation team 133
12.3.1. The management group of the innovation portfolio 133
12.3.2. An innovation information system 134
12.4. The analysis group of customer needs 134
12.4.1. Innovation communication 135
12.5. Monitoring issues and management caution with level 3 135
12.6. When knowledge management comes of age 137
12.7. Is creating excess of knowledge an issue? 138
12.8. The paradoxical passage way from level 3 to level 4 139
CHAPTER 13. MANAGING THE DEPLOYMENT AT LEVEL 4 143
13.1. Changing the method 143
13.2. The moment where management is revisited out of necessity 143
13.2.1. The case of the smartphones market 145
13.3. Further notes on management 147
13.4. When ideas become projects and projects become successes 148
13.4.1. Firm is not a pyramid 149
13.4.2. "Headgear" the pyramid with the strategic vision 149
13.4.3. At the "heart" of the pyramid is an "anticoagulant" 150
13.5. Preparing level 5 150
CHAPTER 14. SUSTAINING LEVEL 5 153
14.1. A frequent misconception on the nature of level 5 153
14.2. The two logics prevailing at maturity level 5 155
14.3. Level 5 is all about rhythm and osmosis 156
14.4. The new art of managing at level 5 157
14.4.1. First indicator: knowledge originality (KO) rapport 159
14.4.2. Second indicator: hierarchical control (HC) rapport 161
14.4.3. Third indicator: innovation funding (IF) reserve rapport 162
14.4.4. Fourth indicator: market surprise (MS) rapport 162
14.5. The discipline of smoothing breakthroughs 163
14.5.1. On value as created and used 164
14.5.2. Diversity often leads to misleading divisional attitudes 164
14.5.3. Innovation winning systems ("martingales") - when the approach
becomes an automated and complete process 167
14.6. Why is level 5 "complex"?  171
14.7. A summary of all levels: the case of Apple through the years 174
PART 4. POSSESSING THE METHOD 177
CHAPTER 15. USING THE FIVE LEVELS TO PROGRESS 179
15.1. Implement a growth strategy first 179
15.2. Benefits and general challenges associated with the five maturity
levels 180
15.2.1. The general benefits of the maturity level approach 182
15.2.2. General challenges related to the multilevel approach 183
15.3. The case of TMC Innovation scaled up through the five maturity level
185
CHAPTER 16. TOOL SHEETS FOR EACH LEVEL AND FOR INTER-LEVEL DYNAMICS 191
16.1. Summary sheets to assess the maturity of the innovation 191
16.1.1. Synthesis of information from a given level 191
16.2. Create dynamics with inter-levels 194
CHAPTER 17. GOING BEYOND THE FIVE LEVELS: A NEW OPERATIONAL CAPACITY 197
17.1. Opportunities brought by the five levels 197
17.2. The toxic impacts of innovation - a discourse on complexity in firms
200
17.2.1. Inno-toxic factors 200
17.2.2. The most common innovation "diseases" 202
17.3. In conclusion 203
APPENDICES 205
APPENDIX 1 207
APPENDIX 2 211
APPENDIX 3 217
APPENDIX 4 219
APPENDIX 5 231
APPENDIX 6 247
APPENDIX 7 253
APPENDIX 8 267
BIBLIOGRAPHY 277
GLOSSARY 291
INDEX 299