By Nancy Tennant Snyder
ISBN-10: 0787964050
ISBN-13: 9780787964054
ISBN-10: 0787971944
ISBN-13: 9780787971946
Strategic Innovation bargains a versatile, customizable template that managers, executives, and enterprise leaders can use to introduce an efficient innovation process all through their association. The authors, Nancy Tennant Snyder and Deborah L. Duarte, give you the instruments had to craft a doable method for embedding innovation as a center competency throughout an company. rather than innovation for innovation's sake, the authors provide a confirmed business-focused method to swap a tradition from point-in-time techniques from a couple of to a continuing pipeline of recommendations from far and wide and everyone.
Based at the real-life instance of Whirlpool a great corporation with an important song checklist and international achieve— Strategic Innovation exhibits how the world's greatest equipment corporation positioned innovation in position as a middle competency. in this method, Whirlpool remodeled itself from a top quality manufacturer of home equipment to a customer-focused corporation that strategically embeds innovation through the association. full of demanding situations and struggles, and eventually winning effects, the Whirlpool tale will help any association strengthen a profitable innovation method. Written as a pragmatic advisor, the booklet includes in every one bankruptcy a number of hands-on assets together with checklists and worksheets. Strategic Innovation bargains the instruments, principles, and methods wanted for reworking a company to an organization the place somebody and everybody can give a contribution to the organization's prosperity—through innovation.
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Extra resources for Strategic Innovation: Embedding Innovation as a Core Competency in Your Organization
Example text
Our goal, however, was to find a fresh framework that would describe the stages, levels, and processes that needed to happen to embed innovation deeply into the Whirlpool bloodline. We could not just lift a framework from somewhere else. We created a simple list of embedment actions using concepts, ideas, and tools from many different areas, including the literature referred to in Chapter One on strategy, organizational change, structuration, organizational learning, culture change, and knowledge management—to name a few.
But in the “duct tape version,” we need to admit that no one really had an idea of what had been unleashed with the words spoken by the CEO: Innovation from Everyone and Everywhere. From the moment he said it, though, it clearly raised people’s awareness about innovation as a new initiative, and it created enormous curiosity. People became highly motivated by the idea. A few wondered why it took leadership so long to focus on innovation for the customer. All of these reactions gave us more food for thought in creating a wide-ranging approach to innovation embedment.
All of these reactions gave us more food for thought in creating a wide-ranging approach to innovation embedment. What was interesting was that only one consultant focused on, or provided a foundation for, embedment of a core competence in innovation. The rest provided us with a wide range of what we considered off-the-mark concepts, which we categorized as follows. Great Man Theory Several consultants told our CEO, “Don’t bother with innovation from everyone. It can’t be done. ” In their view, the strategy should focus on a few geniuses at the top of Whirlpool, and, paired with their own consulting genius, this would generate innovation.