Global Innovation Science Handbook

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• IntroductionSection 1: Preparing for InnovationChapter 1: Strategy for InnovationBasic Tenets of Business SuccessStrategy ExecutionDeveloping the Innovation StrategyReducing Risks of Investment in InnovationMarketing InnovationsLaunching the Innovation InitiativeResources for InnovationOrganization StructureCommunicating the Innovation MessageIncentives and ControlsCulture and ChangeIdentifying GapsInnovative LeadershipMaking an Innovation Strategy WorkLeading Innovation with a Sense of UrgencyReferencesChapter 2: Creating Your Innovation Blueprint: Assessing Current Capabilities and Building a Roadmap to the FutureTwo Key Innovation ChallengesTurning Chaos into Shared Strategy—Seeing the FutureStrategy into Action—Aligning the Key Drivers of InnovationBenefits of an Innovation BlueprintKey Elements of an Innovation BlueprintBusinessOrganizationSTEPAlignmentAdding Current and Future to the BlueprintThree Drivers of InnovationUsing the Blueprint to Build the Innovation Capability of Your EnterprisePlanning for the Future and Assessing Current CapabilitiesInnovation Blueprint: External EnvironmentExternal Environment—The True “Front End of Innovation”Staying Connected to Your CustomersThe External Environment Indicates the Kind of Innovation NeededAdding Industry Lifecycle to Your BlueprintLifecycle CurvesLifecycle Curve Implications for Your BlueprintAssessing Current Capabilities—External EnvironmentInnovation Blueprint: TaskTask: Big Picture StrategyInnovation Strategy—Getting the Big Picture RightCreating a Balanced Portfolio of InnovationsInnovation Strategy: Bottom-Up and Top-Down, Inside-Out and Outside-InTask: Creating an Integrated System for Turning Insight into InnovationsExplore OpportunitiesGenerate Breakthrough IdeasOptimize ValueSelecting and Funding the BestMobilizing for Results/CommercializationAssessing Current Capabilities—TaskS—StructureInnovation ArchitectureOrganization Alignment for InnovationAssessing Current Capabilities—StructureP—PeopleInformed InnovatorsCapable InnovatorsInnovators EverywhereTalents and Skills for the FutureInnovation ChampionsCollaborative TeamsAssessing Current Capabilities—PeopleEi—Internal EnvironmentAssessing Current Capabilities—Internal EnvironmentThree Drivers: Leadership, Stakeholder Engagement, and Innovation SupportLeadershipAssessing Current Capabilities—Leadership for InnovationStakeholder EngagementAssessing Current Capabilities—Stakeholder EngagementInnovation SupportAssessing Current Capabilities—Innovation SupportConclusionReferencesChapter 3: The Culture for InnovationWhat Is Culture?Why Is Culture Important?Does Your Organization Care about Its Culture?How Do We Know and How Is It Measured?Social StyleProblem-Solving StyleUnderstanding the Impact of CultureHow Does One Go About Changing Culture?SummaryBibliographyChapter 4: Leading Innovation: Ten Essential Roles for Harnessing the Creative Talent of Your EnterpriseIntroductionPlaying the 10 Roles1. Futurist2. Direction Setter3. Customer Advocate4. Architect5. Venture Capitalist6. Mentor7. Barrier Buster8. Networker9. Culture Creator10. Role ModelConclusionReferencesSection 2: General ConceptsChapter 5: Creating Creativity: Personal Creativity for Personal ProductivityIntroductionWhat Is Personal Creativity?How Does Personal Creativity Work?Diverse Inputs/Inclusive ThinkingContext ArticulationDivergent Thinking and Convergent ThinkingCommon Barriers to Effective Personal CreativityEffective Strategies to Power Up Personal CreativityReferencesChapter 6: The Creative CorporationIntroductionDefining Corporate Creativity“Best Practices” in Corporate CreativityAbstract Rules and Corporate CreativityEffectuation and Corporate CreativityThe Bird in the Hand PrincipleThe Affordable Loss PrincipleThe Lemonade PrincipleThe Crazy Quilt PrincipleThe Pilot in the Plane PrincipleConclusion and Action ItemsReferencesChapter 7: Innovation Neuroscience HardwareOverview of Brain AnatomyThe Innovation Process in the BrainAccelerating the Innovation Process in the BrainSummaryReferencesChapter 8: Innovation and NeuroscienceIntroductionChapter OverviewCurrent Applications of NeuroscienceNeuromarketing and NeuroeconomicsNeuroestheticsPotential Applications of Neuroscience to InnovationThe Genesis of New IdeasKnowing When You’ve Got the Right IdeaBarriers to Innovative ThinkingWe’ve Always Done It That WayApplying Neuroscience Insights to InnovationInnovation ProcessTalent Selection for InnovationDeveloping Innovation SkillsCultivating an Innovation Mind-SetCreating an Environment for a Successful Innovation ProgramConclusionReferencesChapter 9: Biomimetics: Learning from Life3.8 Billion Years in the Making: An Introduction to BiomimeticsWe Have the Technology: Bionics for the BodyWe All Have the Technology: DIY Bionics for AllA City for All Seasons: Biomimetics in the Built EnvironmentOur Ever-Evolving Future: Possible Biomimetic FuturesBibliographyChapter 10: Innovation BenchmarkingIntroductionDefinitionsForms of BenchmarkingFinding the VariablesFinding the Metrics and Choosing the WeightThe Process of BenchmarkingFinding the Data (or Benchmarking Intelligence)National Innovation SystemsBenchmarking ChallengesConclusionReferencesChapter 11: Process, Practice, and InnovationIntroductionDistinction without a DifferenceProcess and Practice—Different CharacteristicsLean versus InnovativePredictable versus UnpredictableInput, Routine Driven versus Goal SeekingPrecise versus FuzzyCodeable/Calculable versus Arguable/NegotiableEfficiency versus EffectivenessFrictionless versus FrictionOptimize versus SatisficeAutopilot versus Sense-MakingTraining-Based versus Education-BasedProcesses Derive from PracticesMismatched Situations and ActivitiesRote PracticesBureaucratic ProcessesProcess and Practice—Different Information RequirementsMinimal Data versus Maximum InformationSummaryReferencesChapter 12: EthnographyIntroductionNeed for EthnographyEthnography and InnovationEthnography Skills and ToolsSpeeding Ethnographic ResearchInstitutionalizing Ethnographic ResearchSummaryReferencesSection 3: Creativity ToolsChapter 13: Creativity Tools: Develop Creative Solutions to Problems and OpportunitiesStep 1: Finding Opportunities and Problems to Solve (Preparation)Tool 1: The Quickscore Creativity TestTool 2: Kano AnalysisTool 3: Nominal Group TechniqueTool 4: SynecticsTool 5: Brainstorming or Operational CreativityTool 6: Six Thinking HatsStep 2: Gathering and Reflecting on Information (Incubation)Tool 7: Attribute Listing, Morphological Analysis, and Matrix AnalysisTool 8: Generating New Ideas with StoryboardingTool 9: Absence ThinkingStep 3: Opportunity Exploration (Insight)Tool 10: Breakdown (Drilldown) Tree DiagramTool 11: Lotus BlossomStep 4: Generating and Evaluating Ideas (Evaluation)Tool 12: TRIZ AnalysisTool 13: SCAMPERStep 5: Implementation (Elaboration)Tool 14: Mind MappingTool 15: Affinity DiagramTool 16: Force Field Analysis DiagramSummaryReferencesChapter 14: Creativity Education: A Catalyst for Organizational ProsperityContext: The Evolution of Creativity as a Business ImperativeEdward De Bono’s ImpactThe Six Thinking Hats®The Six Thinking Hats ToolLateral ThinkingDaniel Pink’s ImpactThe Conceptual Age of the 21st CenturyThe Case for Creativity or Why Right-Brainers Will Rule the WorldThe Six SensesThe Compelling Case for Creativity at WorkReinvigorating Our Long History of Creativity and InnovationWhat Does Creativity in Action Look Like?General Motors Rises from the Ashes with an Identity ChangeThe Fundamentals: Preparing Our Children for Success in the Conceptual AgeKeeping Creativity Alive in EducationReawakening Creativity in the WorkplaceWe Are All CreativeBridging the Gap between Creativity and CommerceThe New Leadership—Blending Creativity with Business AcumenRingling College Example: Preparing Tomorrow’s Business Leaders—A Design, Art, and Business (Whole Brain) ApproachThe Ringling College Creativity Center (RC3)—Sharing What We’ve Learned about Teaching CreativityCreativity Immersion—An Alchemical Process for Changing Hearts and Minds around WorkOverview: The Whole Brain Approach to LearningLearning OutcomesRetreat OverviewAn Orchestrated ExperienceThe Guided Artistic JourneyFrom Art to Business—Translating the Immersive ExperienceCutting-Edge Creativity-Related ContentBusiness-to-Business LearningThrough the Eyes of Artists—A Running Documentary of the Retreat ProcessEmbedding Creativity: The Post-Retreat ProcessExample: A Manufacturing Firm Redefines ItselfWhat Does a Creative Leader Look Like?Creative (Whole Brain) Leaders Are Organizational and People-FocusedThe Creative Individuals’ and Leaders’ Toolkit of Qualities, Attitudes, and BehaviorsThe Ongoing JourneyReferencesChapter 15: Unlocking Your Creativity Using Mind MappingWhat Is Mind Mapping?Why Mind Mapping Promotes CreativityWorking with the BrainGetting Started with Mind MappingThe Main Word or PhraseFirst Level IdeasSecond Level IdeasAdditional LevelsProven Creative Uses for Mind MappingStudyingPresentationsTaking NotesBrainstormingDecision MakingOvercoming Writer’s BlockUnlocking Creativity with Mind MapsBeyond the Brainstorming—Benefits of Mind Mapping Throughout a ProjectFirst Revision of the Mind MapOrganizing LogicallyAssigning ResponsibilitySchedulingTracking TasksProject Completion and Error CheckingMaking Mind Mapping a Part of Everyday LifeTips for Mind MappingReferencesChapter 16: Social NetworksHow Social Technologies Transform InnovationThe Social EnchiladaEconomics and MarketsExamples of Social Network–Powered Innovation3M: Creating a Global Research Lab Campus with a Social NetworkP&G: Using Social Networks to Scale Product InnovationState Farm: Engaging Generation Y/Z with Digital/Physical Social NetworkFenland, Cambridgeshire: Social Network Integrates Fractured CommunitySocial Network Innovation ModelsGetting Started: Using Social Networks for InnovationFocus on PeopleUse an Agile ApproachLead with SocialityConclusionReferencesChapter 17: Innovation Combination MethodsProblem Solving versus InnovationMore Detail on Defining ContradictionsCombining MethodsThe Problem-Solving PathProblem-Solving MethodologiesPlan-Do-Study-ActSix SigmaLean (a.k.a. Toyota Production System)Root Cause AnalysisFunctional AnalysisSystems EngineeringContradiction AnalysisTechnically Focused BrainstormingMethodology MergerCase StudiesOperating Room Utilization Improvement—Six Sigma Case StudyWireless Power System Improvement—System Innovation Case StudyConclusionReferencesChapter 18: Market Research in the Process of New Product DevelopmentIntroductionMarket ResearchDefinition of Market ResearchMarket Research in Innovation ManagementImportance of Market Research for Successful InnovationsMarket Research ProcessUse of Market Research Methods in the Innovation ProcessSystematization of the Market Research MethodsSummaryList of AbbreviationsReferencesChapter 19: Lead User AnalysisUser Involvement: Ford or von Hippel?Lead UsersWho Are Lead Users?Are Lead Users a Distinct “Species”?What Do Lead Users Do?The Lead User MethodPhase 1: Getting StartedPhase 2: Identification of Major Needs and TrendsPhase 3: Identification of Lead UsersPhase 4: The Lead User WorkshopVariants of and Alternatives to the Lead User MethodCrowdsourcingToolkits for User Innovation and DesignReferencesSection 4: Idea ManagementChapter 20: Managing Development of Innovation IdeasWhat Factors Limit the Acquisition and Development of Viable Innovation Ideas?Innovation Activity Disrupts at All Levels: From Employees to MarketThrashing or Formal Reliable Creative ProcessInnovation Process Must Be Creative and ReliableAfraid of Failure?Fast-Track Innovation Development PathwaysSeeking Innovation IdeasAreas of Potential OpportunityPerspectivesDecisionsHow Do We Form Innovative Ideas?Does Everyone Innovate?ConclusionReferencesChapter 21: Quality of IdeasIntroductionThe Concept of IdeasConventional Suggestion SystemsNeed for IdeasSources of IdeasAn Environment for EngagementExperience and Energy LevelsMethods for Generating IdeasBrainstormingThinking InnovativelyOnline CollaborationEvaluating IdeasEmotional EvaluationValue of an IdeaPrioritizationExcellence in Idea ManagementSummaryReferencesChapter 22: Idea Evaluation and ManagementIntroductionOverview of Idea Evaluation and ManagementFirst and Final ScreenCommon ProblemsGathering EvidenceAnalysisSummaryReferencesSection 5: MethodologiesChapter 23: Types of InnovationIntroductionSymptomsProcess InnovationFunctional InnovationDesign InnovationProduct InnovationService InnovationBusiness Model InnovationCo-creation InnovationOpen Innovation“Not Invented Here” versus “The Wheel Not Reinvented”ConclusionReferencesChapter 24: TRIZ: Theory of Solving Inventive ProblemsProblem Solving with TRIZTRIZ Tools for Problem AnalysisFunction Analysis and TrimmingZones of Conflict and ResourcesSystem Operator, or the 9 WindowsSolving Problems by Eliminating ContradictionsSolving Problems Using the 76 Standard SolutionsSolving Problems Using “Effects” from Other TechnologiesTrends of EvolutionStrategic Use of the Patterns of EvolutionResearch and Changes in TRIZBibliographyAppendix 1. The 40 Principles for Inventive Problem SolvingChapter 25: Brinnovation (Breakthrough Innovation)Evolution of InnovationGreat InnovatorsKnowledge InnovationInstitutionalizing InnovationA New Framework for InnovationAn Innovation ModelInnovation CategoriesThe Breakthrough Innovation ProcessThe TEDOC MethodologyInnovative Idea GenerationEncouraging Innovation in an OrganizationDefining InnovationSummaryBibliographyChapter 26: Crowdsourcing: Tapping into the Talent of the CrowdIntroductionThe Renaissance of AmateurismThe Open Source Software MovementAvailability of New Tools of ProductionSelf-Organized CommunitiesThe Crowdsourcing DefinitionCharacterization of Crowdsourcing ActivitiesSteps to Organize a Crowdsourcing ProcessExamples, Uses, and Applications of CrowdsourcingCreation of ContentDistributed WorkCollective Intelligence and Distributed KnowledgeCrowdfundingOpen InnovationConclusionReferencesChapter 27: Open InnovationIntroductionNetworks and InnovationOpen Innovation: When a Firm’s Borders PerishFrom Traditional Innovation to Open InnovationSMEs and Open InnovationOpen Innovation among SMEs in Emerging CountriesInnovation Programs in TurkeyEvidence from the Aegean RegionResultsConclusionReferencesChapter 28: Systematic InnovationIntroductionBrief History of Systematic InnovationWhy We Need Systematic InnovationSummaryAnatomy of Systematic Innovation for Product DevelopmentConclusionReferencesChapter 29: Eureka! What Insight Is and How to Achieve ItIntroductionMyths about InsightDostoyevsky and the Complete and Whole MythNewton, Darwin, and the Single Trigger MythTechnique #1: Emulating the InsightfulThe Process of InsightThe Role of Experience in InsightThe Role of Recall and AdaptationThe Role of Curiosity, Questions, and GoalsDarwin’s Competitor: Parallels and DifferencesInsight DefinedTechnique #2: Making the Creative ConnectionHow to Get More InsightsTechnique #3: Using Questions to Find Insightful AnswersTechnique #4: Indexing Ideas for Better RemindingTechnique #5: Adapting Partial MatchesSubstitution in Partial MatchesNon-Obvious MatchesInsights in Action: Some Final ExamplesSydney Opera HouseFelice Frankel’s PhotographsDostoyevsky Revisited: Crime and PunishmentPutting It All Together: Hunt’s Insight and BeyondExercise: Mulling over HullsConclusionChapter 30: Stage-GateThe Phased Review ProcessObjectives of a Phased Review ProcessOverview of the Phased Review ProcessThe Phases in DetailPhase 1: Opportunity IdentificationPhase 2: Idea GenerationPhase 3: Concept EvaluationPhase 4: DevelopmentPhase 5: LaunchEvaluative Tasks in the Phased Review ProcessRadical Products and the Phased Review ProcessThird-Generation ProcessesBest Practices in Phased Review ProcessesReferencesChapter 31: Design InnovationWhy Design Innovation Matters: The Innovation GapThe Balanced Breakthrough ModelThe Four-Square Model for Design InnovationReframe the ProblemWork at the Right Level of AbstractionFocus on Activities Not Problems (or Technology)Activity Models: The 5E’s FrameworkActivity Models: Customer JourneyActivity Models: Three Levels of WhyUser Models: The Empathy MapUser NameWhat Are They Thinking?What Are They Feeling?What Are They Saying?What Are People Doing?What Won’t They Tell You?“How Might We” StatementsPrototypingReferencesChapter 32: Service Innovation: Introduction, Methodologies, and Key FindingsIntroductionTypes of Service InnovationsImportance of Service InnovationsHow Companies Get Involved in Service InnovationCharacteristics of Service InnovationChallenges in Service InnovationMethodologies in Service InnovationMeasures of Service InnovationCase StudiesDiscussionReferencesChapter 33: Social Innovation: Post-Fordist Globalization and New HorizonsIntroductionSocial InnovationSocial Capital and Social InnovationSocial Bonding, Social Bridging, Diversity, and Social InnovationSocial Media and the Innovator’s DilemmaWhy Social InnovationThe Long Tail, Social Media, and InnovationSocial Media and the Wisdom of CrowdsConclusionReferencesChapter 34: Nonprofit Innovation: Rethinking Value Creation for the Social SectorIntroductionContext for Not-for-Profit InnovationThe End Game: Profit versus MissionInnovation Best Practices for Nonprofits: Insights from Business InnovatorsKey Innovation Best Practices for NonprofitsDrive to Make Meaningful ChangeCultivate Market KnowledgeHarness Technology, Networks, and Social MediaUse Data as an Innovation ToolCollaborate to Drive Better OutcomesConclusionReferencesChapter 35: Cross-Industry Cooperation as a Key Factor for InnovationIntroductionLiterature ReviewCooperation for InnovationInnovation in IndustriesMethodologySample and MethodsResultsCompany ProfileBusiness Cooperation and InnovationMultivariate Analysis: Modes of CooperationMultivariate Analysis: Cooperation for InnovationMultivariate Analysis: Factors and Obstacles to InnovationConclusionReferencesSection 6: MeasurementsChapter 36: The Innovation Radar and Enterprise Business System: Innovation in Five Nordic Countries and BeyondIntroductionInnovation as a DisciplineBusiness Model Innovation Applied to Companies and NationsHypothesis and Research QuestionResearch DesignTool: The Innovation RadarThe Pilot Project: InnoToolsScaling the Pilot: Measured and Managed Innovation in 100 Nordic CompaniesFindings from the Nordic MMI Program: Phase I 2010–2011Findings from the MMI Program: Phase II 2012Innovation Radar Focus and Business Life CycleContainer ShippingFanatical Support and SecurityIncremental versus Radical InnovationEcosystems and Partnership InnovationDistribution: BP Castrol and Hindustan UnileverThe Panama Canal II: Winning Because of Its Spare Parts NetworkB&O and Apple: Design for Aesthetics or Market LeadLessons for Innovation ManagersLessons for Policy MakersConclusionReferencesChapter 37: Innovation Measures and IndicesDifficulty with Current Innovation MeasuresState of Measures of InnovationMeasures of Innovation for Developing an Innovation IndexA Process for Developing Measures of InnovationFactors to ConsiderReturn on Investment in InnovationMost, Best, and Managed Innovative FirmsNational and Global Measures and Indices of InnovationProcess-Based National MeasuresMeasures of Innovation: USAMeasures of Innovation: ChinaMeasures of Innovation: RussiaMeasures of Innovation: IndiaMeasures of Innovation: European UnionEuropean Union Innovation Scorecard Framework: Blocks (3), Dimensions (8), and Indicators (25)Measures of Innovation: Global Innovation IndexReferencesSection 7: DeploymentChapter 38: Inspiration for InnovationIntroductionPerspective: There Is a Place for EveryoneInspiration, Motivation, and AssessmentWhat to Expect from This ChapterDefine Context and Expectations for InnovationWhat Is Innovation?Process of InnovationWhat Type of Innovation Program Should Be Established?Process of InnovationMotivational FrameworkWhat Is Inspiration?Motivational DriversDELI: Leveraging Life Interests in Vocational PerformanceFinding the Motivational and Inspirational Levers for Formulation, Development, and OptimizationRevolutionary Innovation: Discovery and FormulationBringing Innovation to LifeMapping Your Innovation SpaceInnovation Process ImplementationInnovation Process and DriversSpace and Structures That Enable InnovationTools and Resources to Inspire InnovationDescriptive Tools for Mapping What ExistsPrescriptive Tools for Need Finding: Mining for InsightsIdeating ToolsEvaluation Tools: Assessing the OpportunitySummaryReferencesChapter 39: Developing an Innovation Strategy for a Growing FirmWhat Is Strategy?Strategic IntentMission StatementVision StatementSources of Firm CompetenciesWhat Is Competitive Advantage?Sources of Competitive AdvantageEfficiencyQualityInnovationTranslating Competitive Advantage into Sustainable Competitive AdvantageWhat Firms Need to Do for InnovationHow to Build Systematic Innovation CapabilityDNA of Systematic Innovation CapabilityCapability of CompetitorsIndustry DynamismExploiting Resources of FirmCustomer ResponsivenessHow Innovation Can Be a Source of Competitive Advantage and What Are the Antecedents of InnovationTheoretical Discussion on Antecedents of InnovationTheoretical Discussion on InnovationResolving Issues Related to Model AdoptionWhich AntecedentsTheory on Model ClassificationMethodologyISM-Based ModelFindings of the Antecedents from Literature ReviewConclusions and RecommendationsConclusionsRecommendationsReferencesChapter 40: Organization for InnovationIntroduction—Reasons for Organizational Innovation BoostersMain Characteristics of the Structures for Innovation Compared with Traditional StructuresForms of Departmentalization That Stimulate InnovationStructure by ProjectsMatrix StructureCellular StructureSpecific Structure for New VenturesCases of Structures Organized for InnovationALPARGATASConstrutora Norberto ODEBRECHTEMBRAERConclusionReferencesChapter 41: Journey to Innovation ExcellenceDiscipline in Building the Right FoundationDefine What Innovation Is to Your OrganizationTypes of InnovationInnovation Strategy DevelopmentHow Much Innovation You NeedWhat Is the Desired Type and Mix of Innovation? Portfolio MixWhere Will You Innovate? The Strategic Focus AreasPortfolio Strategy and ManagementPortfolio ManagementPrioritization and FocusTypeAnother Type, But It’s Not InnovationHurdles by TypeOrganizational CapacityPeople and CapabilitiesCharacteristics and Capabilities for Success in InnovationExperience Level Recommended for Platform and Disruptive InnovationInternal versus External Innovation HiringStrong Team and Multifunctional InvolvementOrganizational StructureInsulation and FundingTransition TimingKey to Transition SuccessProcess and Executional ExcellenceProcess ExcellenceSpeed of Decision Making—Impact of Layers and MeetingsOpenness to External ResourcesExecutional Excellence—Project ManagementProject Managers—To Have or Not to HaveCulture of Innovation and CommitmentContinuous Learning and Applying: Learn Fast, Fail FastPatience and Acceptance of Risk and FailureRisk AversionAccountabilityTime to Think versus DoCommitmentReferenceChapter 42: Culture of InnovationIntroductionAssess Impact of the ChangeMotorola Technology Transition Framework OverviewInitiateCustomizeFan OutInstitutionalizeSponsorshipCommunicationProject ManagementConclusionReferencesChapter 43: Measuring for InnovationIntroductionInnovation and Business SuccessDimensions for Measuring InnovationIndicators for Measuring InnovationDimension 1: Innovation StrategyDimension 2: Innovation InputDimension 3: Innovation ProcessDimension 4: Learning ProcessDimension 5: Innovation OutcomeConclusionReferencesChapter 44: Intellectual Property for InnovationIntroductionTrade SecretsTrademarksPatentsCopyrightsConclusionChapter 45: Product LaunchProduct Launch as an Academic Field of StudyStrategic Launch DecisionsStrategic and Tactical Launch DecisionsTactical Launch DecisionsThe Lean LaunchThe Importance of Launch TimingProduct Launch by the New VentureSummaryReferencesChapter 46: New Product LaunchAbstractIntroductionPortfolio ManagementLaunching StrategiesLaunch Strategies: Meaning and ImplicationsEvaluation of FrameworksCategories of Launch StrategiesThe Financial Impact of New ProductsThe Role of IT TechnologiesThe Role of IT in Communication with the MarketThe Role of IT in the Development of a Strategy for New Product LaunchIT Usage and VariablesStrategies for SuccessAssigning Dedicated ResourcesImplementing a Scientific Launch ProcessInvesting in Collaboration ToolsManaging Customer FeedbackDefining Objectives and the Right ProcessWorking Closely with Lead UsersEducation of Sales StaffInvolvement of the CompanyConclusionsReferencesChapter 47: Business Innovation Maturity ModelUsing Capability Maturity ModelBusiness Innovation Maturity ModelBIMM DevelopmentBenefits of BIMMThe BIMM ArchitectureSporadic InnovationsIdea InnovationsManaged InnovationsNurtured InnovationsSustained InnovationsThe BIMM Assessment MethodologyGuidelines for Using the BIMM CriteriaScoring GuidelinesBIMM Assessor QualificationsAssessor Personal AttributesAssessor Expectations and ResponsibilitiesAssessor ResponsibilitiesSummaryReferencesSection 8: Case StudiesChapter 48: Financial InnovationWhat Is Financial Innovation?Financial versus Nonfinancial InnovationDeep HistoryFinancial Innovation by Embedding Options Inside Existing Financial InstrumentsMerton Miller’s Drivers of Financial InnovationDoes Financial Innovation Come in Waves?Modeling Innovation WavesWhat Do We Know about the Life Spans of Financial Innovations?How Successful Are Financial Innovations?Competition, Protection, and Monopoly OutcomesLiquidity-Driven MonopolyHow Important Are Process Innovations?Who Regulates New Financial Products?Is Financial Innovation Good or Bad?The Credit Default SwapThe Collateralized Mortgage ObligationA Case Study or the Role of Innovation in Competition: David Beats Goliath via Aggressive InnovationCBOT Had All the AdvantagesThe Golden Decade of Innovation: 1972 to 1982Process Innovation: The Race toward Electronic TradingReferencesChapter 49: Case Study: Technology Innovation within GovernmentE-Government Movement across the GlobeThe Global E-Government MovementE-Government Innovation in the United States of AmericaE-Governance FrameworksReferencesChapter 50: Case Study: Technology Innovation within EducationTechnology Innovation in EducationTechnology Innovation for Education Using Internet-Based ServicesTechnology Innovation for Education Using the CloudTechnology Innovation for Education Using Smartphone and Tablet AppsTechnology Innovation in Education Considering Influencing OrganizationsConclusionReferencesIndex