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9780137055159

Innovate the Future : A Radical New Approach to IT Innovation

by
  • ISBN13:

    9780137055159

  • ISBN10:

    0137055153

  • Edition: 1st
  • Format: Paperback
  • Copyright: 2010-04-26
  • Publisher: Prentice Hall
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Summary

The first proven, replicable, step-by-step process for achieving truly disruptive innovation in products, services, or business methods bull; bull;Unlike any other book: a complete framework for consistently creating revolutionary innovations. bull;Covers external and internal innovations that powerfully affect the business. bull;For companies seeking to dominate, conquer, disrupt, or create new markets. bull;By renowned technologist, inventor, and futurist David Croslin: holder of 25 patents, and former innovation leader at HP. After all these years, innovation remains poorly understood. Too often, standard corporate processes or minor product enhancements are mislabeled as innovation. In most companies, real, revolutionary innovation still seems to be a random, hard-to-replicate outcome of existing processes - if it occurs at all. But it needn't be that way. In Innovate the Future , leading technology innovator David Croslin introduces a proven, step-by-step process for creating disruptive inventions, technologies, or methods that transform the way business is done. Croslin identifies a set of structured steps and realistic procedures for discovery, invention, and innovation, and shows how to apply them in all four scenarios where innovation is crucial to business strategy: bull; bull;Innovate from Scratch: Companies or individuals who want to identify a new market, and invent and deliver a product to build that market. bull;Innovate to Dominate: Companies that already dominate their markets and want to remain dominant. bull;Innovate to Conquer: Companies that want to replace the current dominant leader. bull;Innovate to Disrupt: Companies seeking to discover new inventions and move into new markets through disruptive innovation. bull;Croslin's techniques are based on the fundamental 'innovation lifecycle' experiences of historical innovations, including SOA, cellphones, the IBM PC, Microsoft Windows, and many more. To demonstrate them at work, he concludes with several detailed case studies.

Author Biography

David Croslin is President of Innovate the Future, a consultancy specializing in customer, product, and market innovation. He holds twenty-five patents and served as Chief Technologist within Hewlett-Packard's $12 billion Communications, Media, and Entertainment division and as Chief Product Architect for Verizon Business and MCI. Croslin advises technology firms and investors and works with start-ups as a C-level executive and board member. His Linkedln group "Innovate the Future" connects more than two-thousand leading innovators in seventy countries.

Table of Contents

Acknowledgmentsp. xv
About the Authorp. xvii
Understanding Innovationp. 1
Inventions and Innovationsp. 3
Inventions and Innovationsp. 4
Inventions and Randomnessp. 7
Types of Inventionsp. 10
Business versus Technical Inventionp. 11
Internal and External Inventionsp. 14
Disruptive Innovationp. 16
Incremental Innovationp. 20
Destructive Inventionp. 22
Good Enough Innovationp. 23
Targeted Invention and Innovationp. 25
Transformative Valuep. 27
Perceived Valuep. 28
Impact of Consumption Prioritiesp. 31
Business and Personal Lifestylesp. 33
Time, Money, and Simplificationp. 36
Transformative Valuep. 37
Trigger Pointsp. 39
Early Adoptersp. 40
The Innovation Life Cyclep. 43
Innovation Typesp. 44
The Innovation Life Cyclep. 44
Initial Inventionp. 46
Disruptive Innovationp. 49
Incremental Inventionp. 51
Positive Incremental Innovationp. 51
Repetitive Incremental Innovationp. 53
Negative Incremental Inventionp. 55
Repetitive Negative Incremental Inventionp. 57
Destructive Inventionp. 59
The Innovation Life Cycle Inflection Pointsp. 59
Innovation Inflection Point Ap. 61
Innovation Inflection Point Bp. 62
Innovation Inflection Point Cp. 64
The Optimal Innovation Life Cyclep. 65
Business and Technical Life Cyclesp. 67
Business Life Cyclesp. 69
Business Life Cyclesp. 69
Product Life Cyclep. 71
Dominant Productp. 71
Feature Set Expansionp. 72
Feature Overkillp. 75
Commoditized Productp. 77
The Product Life Cycle Inflection Pointsp. 78
The Product Life Cycle and the Innovation Life Cyclep. 79
Market Life Cyclep. 80
Introducing the Market Life Cycle Inflection Pointsp. 80
Market Life Cycle Metricsp. 81
Market Creationp. 83
Market Battlesp. 84
Market Trucep. 86
Market Stagnationp. 87
The Market Life Cycle and the Innovation Life Cyclep. 88
Company Life Cyclep. 89
Company Pressuresp. 90
Initial Flexibilityp. 92
Pressuresp. 95
Frozen Flexibilityp. 96
The Company Life Cycle and the Innovation Life Cyclep. 97
All Four Business Life Cyclesp. 98
Innovation Life Cycle Stagnationp. 101
Innovation Life Cycle Pressuresp. 101
Appearance of Randomnessp. 102
Overlapping Viewpointsp. 105
Product Commoditizationp. 106
Product Delivery Chainp. 108
Transformative Value Chainp. 110
The Executive View: Innovation Is Very Riskyp. 114
Management Team Challenges with Incremental Innovationp. 116
Competitor's Advantages Within the Innovation Life Cyclep. 118
Innovation Life Cycle Disruptionp. 121
Thinking Outside the Boxp. 121
Building the Boxp. 123
Assumptions Everywherep. 125
Intellectual Propertyp. 129
Product Delivery Chain Stakeholdersp. 131
The Innovation Checklistp. 133
Overview of the Innovation Checklistp. 133
Isolate the Drivers of the Consumer's Transformative Valuep. 134
Fully Understand Your Product Delivery Chainp. 136
Align the Different Viewpoints Within Your Companyp. 137
Isolate Pain Points in the Product Delivery Chainp. 137
Reenergize the Transformative Value Chainp. 138
Define a "Good Enough" Productp. 139
Seize Control of Push-Me/Pull-Youp. 140
Kill Assumptionsp. 141
Recognize Your Innovation Life Cycle Stagnationp. 142
Figuratively Commoditize Your Productp. 143
Isolate Intellectual Propertyp. 144
Map Intellectual Property to New Marketsp. 144
Create Disruptive Innovationsp. 145
Fund Disruptive Innovationp. 146
Targeted Innovationp. 149
How to Innovate from Scratchp. 151
Innovation Is Not Inventionp. 151
Cool Is Not Enoughp. 152
Isolating a Market for an Inventionp. 153
Isolating a Consumer Needp. 155
Isolate the Drivers of the Consumer's Transformative Valuep. 158
Define a "Good Enough" Productp. 159
Seize Control of Push-Me/Pull-Youp. 160
IT Solution Innovationp. 161
Centralized and Decentralized ITp. 161
Isolate the Drivers of the Consumer's Transformative Valuep. 163
Fully Understand Your Product Delivery Chainp. 164
Align the Different Viewpoints Within Your Companyp. 165
Isolate Pain Points in the Product Delivery Chainp. 166
Reenergize the Transformative Value Chainp. 166
Define a "Good Enough" Productp. 167
Seize Control of Push-Me/Pull-Youp. 169
Kill Assumptionsp. 169
Recognize Your Innovation Life Cycle Stagnationp. 170
Figuratively Commoditize Your Productp. 171
Isolate Intellectual Propertyp. 171
Innovate to Dominatep. 173
Markets and Commoditizationp. 173
Leaping from One Market to Anotherp. 175
Sometimes Leading Makes You the First to Failp. 176
Isolate the Drivers of the Consumer's Transformative Valuep. 177
Fully Understand Your Product Delivery Chainp. 178
Align the Different Viewpoints Within Your Companyp. 179
Isolate Pain Points in the Product Delivery Chainp. 179
Reenergize the Transformative Value Chainp. 180
Define a "Good Enough" Productp. 180
Seize Control of Push-Me/Pull-Youp. 182
Kill Assumptionsp. 182
Recognize Your Innovation Life Cycle Stagnationp. 183
Figuratively Commoditize Your Productp. 184
Isolate Intellectual Propertyp. 184
Map Intellectual Property to New Marketsp. 185
Create Disruptive Innovationsp. 185
Innovate to Conquerp. 187
Business Life Cycles Revisitedp. 187
Isolate the Drivers of the Consumer's Transformative Valuep. 188
Fully Understand Your Competitor's Product Delivery Chainp. 190
Align the Different Viewpoints Within Companiesp. 191
Isolate Pain Points in Your Competitor's Product Delivery Chainp. 192
Reenergize the Transformative Value Chainp. 193
Define a "Good Enough" Productp. 194
Seize Control of Push-Me/Pull-Youp. 194
Kill Assumptionsp. 196
Recognize Innovation Life Cycle Stagnationp. 197
Figuratively Commoditize Productsp. 197
Isolate Intellectual Propertyp. 198
Map Intellectual Property to New Marketsp. 198
Create Disruptive Innovationsp. 199
Innovate to Disruptp. 201
Market Reverse Engineeringp. 201
Isolate the Drivers of the Consumer's Transformative Valuep. 202
Define a "Good Enough" Productp. 204
Fully Understand the Product Delivery Chainsp. 205
Isolate Pain Points in the Product Delivery Chainp. 206
Seize Control of Push-Me/Pull-Youp. 206
Recognize Their Innovation Life Cycle Stagnationp. 207
Isolate Intellectual Propertyp. 208
Map Intellectual Property to New Marketsp. 209
Create Disruptive Innovationsp. 209
Organizational Structure: Products to Solutionsp. 211
Products versus Solutionsp. 211
Stages of Organizational Changep. 213
Product Companyp. 214
Rebrandingp. 215
Executive Mandatep. 216
Overlay Organizationp. 218
Solution Groupp. 219
Solution Companyp. 221
Innovation Deploymentp. 223
Valuing Innovationsp. 225
Inventions versus Innovationp. 225
Valuing Inventionsp. 226
Patentsp. 227
Trade Secretsp. 229
First to Marketp. 231
Relationships and Partnersp. 233
Endurancep. 234
Valuing Innovationsp. 235
Multiple Marketsp. 236
Bringing Innovations to Marketp. 239
Fifteen Seconds to Successp. 239
Time to Think Like a Banker?p. 241
Presentation of Valuationp. 243
One-Pagerp. 244
Meeting with Investorsp. 246
Stealth Disruptionp. 247
Seeing It Workp. 249
Innovation Use Casesp. 251
Use Cases, Not Case Studiesp. 251
Identifying Your Customerp. 252
Pharmaceutical Industry Productsp. 252
Expensive Drugs with Complex Delivery Systemsp. 252
Simplifying the Product Delivery Chainp. 254
Maximizing Transformative Value Throughout the Transformative Value Chainp. 254
Benefits to Z-Drugsp. 256
Use Case 1 Innovation Take-Awaysp. 257
Targeting Transformative Valuep. 257
What Is LiveComplete?p. 257
Targeting Consumersp. 258
Maximizing Lifestyle Impactp. 260
Maximize Transformative Valuep. 261
Use Case 2 Innovation Take-Awaysp. 262
Limitations on Transformative Valuep. 262
Product Innovationp. 263
Convenience Drives Brand Loyaltyp. 265
Use Case 3 Innovation Take-Awaysp. 266
Maximizing Lifestyle Integrationp. 266
Technology for the Smart Mallp. 267
Transformative Value Chainp. 269
Benefits to the Manufacturersp. 270
Benefits to the Storep. 270
Benefits to the Mallp. 271
Benefits to the Consumerp. 272
Use Case 4 Innovation Take-Awaysp. 273
Indexp. 275
Table of Contents provided by Ingram. All Rights Reserved.

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