You are here

Book > Textbooks > Project Management
Applying Innovation
Share

Applying Innovation

August 2008 | 424 pages | SAGE Publications, Inc
Download flyer

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.

 
Introduction
 
Book Aims
 
Book Structure
 
Learning Activities
 
Intended Audience
 
Acknowledgements
 
Part I. UNDERSTANDING INNOVATION
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

 
Activities

 
1.13. Summary

 
Reflections

 
 
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

 
Activities

 
2.10. Summary

 
Reflections

 
 
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

 
Activities

 
Summary

 
Reflections

 
References

 
 
Part II. DEFINING INNOVATION GOALS
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

 
Activities

 
4.11. Summary

 
Reflections

 
 
5. Defining Objectives
5.1. Introduction

 
Learning Targets

 
5.2. Identifying Stakeholders

 
5.3. Defining Requirements

 
Case Study

 
Activities

 
5.4. Identifying Thrusts

 
5.5. Generic Market Objectives

 
5.6. Strategic Objectives

 
5.7. Objectives for Innovation

 
Case Study

 
Activities

 
5.8. Summary

 
Reflections

 
 
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

 
Activities

 
6.8. Summary

 
Reflections

 
References

 
 
Part III. MANAGING INNOVATION ACTIONS
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

 
Activities

 
7.9. Ideation Tools

 
7.10. Selected Ideation Tools

 
7.11. Modeling Tools

 
7.12. Physical Space

 
Case Study

 
Activities

 
7.13. Summary

 
Reflections

 
 
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

 
Activities

 
8.11. Summary

 
Reflections

 
 
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

 
Activities

 
9.10. Summary

 
Reflections

 
 
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

 
Activities

 
10.9. Summary

 
Reflections

 
References

 
 
Part IV. EMPOWERING INNOVATION TEAMS
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

 
Activities

 
11.9. Summary

 
Reflections

 
 
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

 
Activities

 
12.13. Summary

 
Reflections

 
 
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

 
Activities

 
13.9. Summary

 
Reflections

 
References

 
 
Part IV. EMPOWERING INNOVATION TEAMS
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

 
Activities

 
14.9. Summary

 
Reflections

 
 
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

 
Activities

 
15.13. Summary

 
Reflections

 
 
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

 
Activities

 
16.9. Summary

 
Reflections

 
References

 
 
Part V. SHARING INNOVATION RESULTS
Learning Targets

 
Concorde

 
 
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

 
Activities

 
17.12. Summary

 
Reflections

 
 
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

 
Activities

 
18.11. Summary

 
Reflections

 
 
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

 
Activities

 
19.13. Summary

 
Reflections

 
References

 
 
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

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

Len Deneault
Business Dept, Rivier College
September 29, 2009
Report this review
  •  

For instructors

Please select a format:

Select a Purchasing Option

Paperback
ISBN: 9781412954556
£121.00
Hardcover
ISBN: 9781412954549
£174.00
SAGE Knowledge Promotion

SAGE Knowledge is the premier social sciences platform for SAGE and CQ Press book, reference and video content.

The platform allows researchers to cross-search and seamlessly access a wide breadth of must-have SAGE book and reference content from one source.

Find out more