Innovation is a key source of competitive advantage, but it remains frustratingly elusive for many organizations. Too many organizations try to improve innovation by focusing on one element at a time, particularly in the area of new products and services. They train individuals, hire more creative people, or create specialized innovation departments. Yet, for most organizations, these investments yield only disappointing results. They have not had sustainable solutions--practical and reliable programs that deliver long-term, predictable results. Instead, they have had an endless array of…mehr
Innovation is a key source of competitive advantage, but it remains frustratingly elusive for many organizations. Too many organizations try to improve innovation by focusing on one element at a time, particularly in the area of new products and services. They train individuals, hire more creative people, or create specialized innovation departments. Yet, for most organizations, these investments yield only disappointing results. They have not had sustainable solutions--practical and reliable programs that deliver long-term, predictable results. Instead, they have had an endless array of partial answers. They are left with an alarming innovation gap. Innovative Intelligence answers the question: How can we close the innovation gap by making individuals and organizations systematically and sustainably innovative? The key to systematic success is to ensure that organizational practices and culture genuinely foster innovative thinking. Innovative Intelligence presents the case for a new focus for leaders centered on innovative thinking, and demonstrates how leaders can maximize the innovative capacity of their employees and teams. It shows how to embrace a culture of innovation and have it permeate throughout the organization, at every level. Innovative Intelligence gives readers a clear roadmap and practical tools to make their cultures more supportive of innovation, identify and tap into the innovative intelligence in their workplace and develop leaders who can close the innovation gap for greater business success.
Dr. David S. Weiss is President and CEO of WeissInternational Ltd., a firm specializing in innovation, leadership,and Human Resources consulting. Previously Chief Innovation Officerin a multinational consulting firm, David's current universitypositions include Affiliate Professor at the Rotman School ofManagement of University of Toronto, and Senior Research Fellow ofQueen's University. David is a sought-after keynote speaker who haspresented at over 200 conferences and is the author or co-author offour best-selling business books: Leadership Solutions(2007), The Leadership Gap (2005), High PerformanceHR (2000), and Beyond The Walls of Conflict (1996). Formore information, visit www.weissinternational.ca.
Claude P. Legrand is the founder and President ofIdeaction Inc., a consulting firm which specializes in sustainableinnovation. For over 20 years he has been one of North America'sleading experts in practical innovation and is an acclaimed andfrequent conference presenter. He leads a team of experiencedconsultants who help organizations become innovation-capable anddeliver major innovation projects. In 2007, he was the foundingProgram Director of the Centre of Excellence in InnovationManagement at the Schulich Executive Education Centre. For moreinformation, please visit www.ideaction.net.
Inhaltsangabe
ACKNOWLEDGMENTS.
PREFACE.
A Description of the Book Innovative Intelligence.
Who Should Read This Book.
How to Read This Book.
PART ONE: CLOSING THE INNOVATION GAP.
CHAPTER ONE: THE INNOVATION GAP.
The Innovation Challenge.
What Is Innovation?
Innovative Thinking Makes Innovation Happen.
The Evidence Is in--We Are Underachieving.
Try It Another Way.
Conclusion.
CHAPTER TWO: LEADING THROUGH COMPLEXITY.
Why Complex Issues Are So Challenging.
Complicated vs. Complex Issues.
Common Mistakes.
Conclusion.
CHAPTER THREE: ACCESSING INNOVATIVE INTELLIGENCE.
Intelligence: Who Knows?
Leaders Require Three Intelligences.
Leaders Need to Think About Thinking.
Conclusion.
CHAPTER FOUR: ECLIPSE OF INNOVATIVE INTELLIGENCE.
Eclipse #1: The School System Made Me Do It.
Eclipse #2: The Analytical Intelligence Paradox.
Eclipse #3: Impact of High Negative Stress.
Conclusion.
PART TWO: INNOVATIVE THINKING.
CHAPTER FIVE: INNOVATIVE THINKING: AN OVERVIEW.
Characteristics of an Eff ective Innovative Thinking Model.
Key Success Factors for Innovative Thinking.
Conclusion.
CHAPTER SIX: STEP 1: FRAMEWORK.
Understanding Framework.
The Context.
The "How To . . .?" Question.
The Boundaries.
The Type of Solution.
The Owner or Decision Maker
The Project Charter.
Leveraging the Three Intelligences in the Framework Step.
The Leader's Roles in Step 1: Framework.
Conclusion.
CHAPTER SEVEN: STEP 2: ISSUE REDEFINITION.
The Five Areas of Focus in Issue Redefinition.
Leveraging the Three Intelligences in the Issue Redefinition Step.
The Leader's Roles in Step 2: Issue Redefinition.
Conclusion.
CHAPTER EIGHT: STEP 3: IDEA GENERATION.
Idea Generation Is a Rigorous Process.
Stage 1: Prepare Thoroughly.
Stage 2: Introduce the Process.
Stage 3: Generate Many Ideas through Divergence.
Stage 4: Discover Meaningful Solutions through Convergence.
Working Alone on Idea Generation.
Leveraging the Three Intelligences in the Idea Generation Step.
The Leader's Role in Step 3: Idea Generation.
Conclusion.
CHAPTER NINE: STEP 4: IMPLEMENTATION PLANNING.
Stage 1: Confi rm the Preferred Idea.
Stage 2: Engage in Risk Analysis and Develop Mitigating Strategies.
Stage 3: Present the Innovative Solution for Approval.
Stage 4: Ensure an Eff ective Handoff to the Team that Focuses on Change Implementation.
Leveraging the Three Intelligences in the Implementation Planning Step.
The Leader's Role in Step 4: Implementation Planning.
Conclusion.
PART THREE: MAKING INNOVATION HAPPEN.
CHAPTER TEN: MAKING INNOVATION HAPPEN: AN OVERVIEW.
Four Essential Organizational Enablers to Make Innovation Happen.
Sustaining Innovation.
Conclusion.
CHAPTER ELEVEN: LEADING INNOVATION.
Leading Self.
Leading Innovation Teams.
Leading Intact Work Units.
Leading Enterprises for Innovation.
Conclusion.
CHAPTER TWELVE: CULTURE OF INNOVATION.
What Is Culture?
How a Culture Can Suppress Innovation.
What Is a Culture of Innovation?
How an Existing Culture Can Be Transformed to a Culture of Innovation.
How to Develop a Leadership Culture of Innovation.
Conclusion.
CHAPTER THIRTEEN: ORGANIZATIONAL PRACTICES FOR INNOVATION.
Executive-Level Organizational Practices.
Organizational Practices in Core Functional Areas.
Organizational Practices in Support Functional Areas.
Innovation-Specifi c Organizational Practices.
Conclusion.
CHAPTER FOURTEEN: THE INNOVATION PLAN.
Guiding Principles for an Innovation Plan.
Key Elements of an Effective Innovation Plan.
How to Develop the Innovation Plan and Who Should Lead It.
