Acknowledgments | p. xv |
About the Author | p. xvii |
Understanding Innovation | p. 1 |
Inventions and Innovations | p. 3 |
Inventions and Innovations | p. 4 |
Inventions and Randomness | p. 7 |
Types of Inventions | p. 10 |
Business versus Technical Invention | p. 11 |
Internal and External Inventions | p. 14 |
Disruptive Innovation | p. 16 |
Incremental Innovation | p. 20 |
Destructive Invention | p. 22 |
Good Enough Innovation | p. 23 |
Targeted Invention and Innovation | p. 25 |
Transformative Value | p. 27 |
Perceived Value | p. 28 |
Impact of Consumption Priorities | p. 31 |
Business and Personal Lifestyles | p. 33 |
Time, Money, and Simplification | p. 36 |
Transformative Value | p. 37 |
Trigger Points | p. 39 |
Early Adopters | p. 40 |
The Innovation Life Cycle | p. 43 |
Innovation Types | p. 44 |
The Innovation Life Cycle | p. 44 |
Initial Invention | p. 46 |
Disruptive Innovation | p. 49 |
Incremental Invention | p. 51 |
Positive Incremental Innovation | p. 51 |
Repetitive Incremental Innovation | p. 53 |
Negative Incremental Invention | p. 55 |
Repetitive Negative Incremental Invention | p. 57 |
Destructive Invention | p. 59 |
The Innovation Life Cycle Inflection Points | p. 59 |
Innovation Inflection Point A | p. 61 |
Innovation Inflection Point B | p. 62 |
Innovation Inflection Point C | p. 64 |
The Optimal Innovation Life Cycle | p. 65 |
Business and Technical Life Cycles | p. 67 |
Business Life Cycles | p. 69 |
Business Life Cycles | p. 69 |
Product Life Cycle | p. 71 |
Dominant Product | p. 71 |
Feature Set Expansion | p. 72 |
Feature Overkill | p. 75 |
Commoditized Product | p. 77 |
The Product Life Cycle Inflection Points | p. 78 |
The Product Life Cycle and the Innovation Life Cycle | p. 79 |
Market Life Cycle | p. 80 |
Introducing the Market Life Cycle Inflection Points | p. 80 |
Market Life Cycle Metrics | p. 81 |
Market Creation | p. 83 |
Market Battles | p. 84 |
Market Truce | p. 86 |
Market Stagnation | p. 87 |
The Market Life Cycle and the Innovation Life Cycle | p. 88 |
Company Life Cycle | p. 89 |
Company Pressures | p. 90 |
Initial Flexibility | p. 92 |
Pressures | p. 95 |
Frozen Flexibility | p. 96 |
The Company Life Cycle and the Innovation Life Cycle | p. 97 |
All Four Business Life Cycles | p. 98 |
Innovation Life Cycle Stagnation | p. 101 |
Innovation Life Cycle Pressures | p. 101 |
Appearance of Randomness | p. 102 |
Overlapping Viewpoints | p. 105 |
Product Commoditization | p. 106 |
Product Delivery Chain | p. 108 |
Transformative Value Chain | p. 110 |
The Executive View: Innovation Is Very Risky | p. 114 |
Management Team Challenges with Incremental Innovation | p. 116 |
Competitor's Advantages Within the Innovation Life Cycle | p. 118 |
Innovation Life Cycle Disruption | p. 121 |
Thinking Outside the Box | p. 121 |
Building the Box | p. 123 |
Assumptions Everywhere | p. 125 |
Intellectual Property | p. 129 |
Product Delivery Chain Stakeholders | p. 131 |
The Innovation Checklist | p. 133 |
Overview of the Innovation Checklist | p. 133 |
Isolate the Drivers of the Consumer's Transformative Value | p. 134 |
Fully Understand Your Product Delivery Chain | p. 136 |
Align the Different Viewpoints Within Your Company | p. 137 |
Isolate Pain Points in the Product Delivery Chain | p. 137 |
Reenergize the Transformative Value Chain | p. 138 |
Define a "Good Enough" Product | p. 139 |
Seize Control of Push-Me/Pull-You | p. 140 |
Kill Assumptions | p. 141 |
Recognize Your Innovation Life Cycle Stagnation | p. 142 |
Figuratively Commoditize Your Product | p. 143 |
Isolate Intellectual Property | p. 144 |
Map Intellectual Property to New Markets | p. 144 |
Create Disruptive Innovations | p. 145 |
Fund Disruptive Innovation | p. 146 |
Targeted Innovation | p. 149 |
How to Innovate from Scratch | p. 151 |
Innovation Is Not Invention | p. 151 |
Cool Is Not Enough | p. 152 |
Isolating a Market for an Invention | p. 153 |
Isolating a Consumer Need | p. 155 |
Isolate the Drivers of the Consumer's Transformative Value | p. 158 |
Define a "Good Enough" Product | p. 159 |
Seize Control of Push-Me/Pull-You | p. 160 |
IT Solution Innovation | p. 161 |
Centralized and Decentralized IT | p. 161 |
Isolate the Drivers of the Consumer's Transformative Value | p. 163 |
Fully Understand Your Product Delivery Chain | p. 164 |
Align the Different Viewpoints Within Your Company | p. 165 |
Isolate Pain Points in the Product Delivery Chain | p. 166 |
Reenergize the Transformative Value Chain | p. 166 |
Define a "Good Enough" Product | p. 167 |
Seize Control of Push-Me/Pull-You | p. 169 |
Kill Assumptions | p. 169 |
Recognize Your Innovation Life Cycle Stagnation | p. 170 |
Figuratively Commoditize Your Product | p. 171 |
Isolate Intellectual Property | p. 171 |
Innovate to Dominate | p. 173 |
Markets and Commoditization | p. 173 |
Leaping from One Market to Another | p. 175 |
Sometimes Leading Makes You the First to Fail | p. 176 |
Isolate the Drivers of the Consumer's Transformative Value | p. 177 |
Fully Understand Your Product Delivery Chain | p. 178 |
Align the Different Viewpoints Within Your Company | p. 179 |
Isolate Pain Points in the Product Delivery Chain | p. 179 |
Reenergize the Transformative Value Chain | p. 180 |
Define a "Good Enough" Product | p. 180 |
Seize Control of Push-Me/Pull-You | p. 182 |
Kill Assumptions | p. 182 |
Recognize Your Innovation Life Cycle Stagnation | p. 183 |
Figuratively Commoditize Your Product | p. 184 |
Isolate Intellectual Property | p. 184 |
Map Intellectual Property to New Markets | p. 185 |
Create Disruptive Innovations | p. 185 |
Innovate to Conquer | p. 187 |
Business Life Cycles Revisited | p. 187 |
Isolate the Drivers of the Consumer's Transformative Value | p. 188 |
Fully Understand Your Competitor's Product Delivery Chain | p. 190 |
Align the Different Viewpoints Within Companies | p. 191 |
Isolate Pain Points in Your Competitor's Product Delivery Chain | p. 192 |
Reenergize the Transformative Value Chain | p. 193 |
Define a "Good Enough" Product | p. 194 |
Seize Control of Push-Me/Pull-You | p. 194 |
Kill Assumptions | p. 196 |
Recognize Innovation Life Cycle Stagnation | p. 197 |
Figuratively Commoditize Products | p. 197 |
Isolate Intellectual Property | p. 198 |
Map Intellectual Property to New Markets | p. 198 |
Create Disruptive Innovations | p. 199 |
Innovate to Disrupt | p. 201 |
Market Reverse Engineering | p. 201 |
Isolate the Drivers of the Consumer's Transformative Value | p. 202 |
Define a "Good Enough" Product | p. 204 |
Fully Understand the Product Delivery Chains | p. 205 |
Isolate Pain Points in the Product Delivery Chain | p. 206 |
Seize Control of Push-Me/Pull-You | p. 206 |
Recognize Their Innovation Life Cycle Stagnation | p. 207 |
Isolate Intellectual Property | p. 208 |
Map Intellectual Property to New Markets | p. 209 |
Create Disruptive Innovations | p. 209 |
Organizational Structure: Products to Solutions | p. 211 |
Products versus Solutions | p. 211 |
Stages of Organizational Change | p. 213 |
Product Company | p. 214 |
Rebranding | p. 215 |
Executive Mandate | p. 216 |
Overlay Organization | p. 218 |
Solution Group | p. 219 |
Solution Company | p. 221 |
Innovation Deployment | p. 223 |
Valuing Innovations | p. 225 |
Inventions versus Innovation | p. 225 |
Valuing Inventions | p. 226 |
Patents | p. 227 |
Trade Secrets | p. 229 |
First to Market | p. 231 |
Relationships and Partners | p. 233 |
Endurance | p. 234 |
Valuing Innovations | p. 235 |
Multiple Markets | p. 236 |
Bringing Innovations to Market | p. 239 |
Fifteen Seconds to Success | p. 239 |
Time to Think Like a Banker? | p. 241 |
Presentation of Valuation | p. 243 |
One-Pager | p. 244 |
Meeting with Investors | p. 246 |
Stealth Disruption | p. 247 |
Seeing It Work | p. 249 |
Innovation Use Cases | p. 251 |
Use Cases, Not Case Studies | p. 251 |
Identifying Your Customer | p. 252 |
Pharmaceutical Industry Products | p. 252 |
Expensive Drugs with Complex Delivery Systems | p. 252 |
Simplifying the Product Delivery Chain | p. 254 |
Maximizing Transformative Value Throughout the Transformative Value Chain | p. 254 |
Benefits to Z-Drugs | p. 256 |
Use Case 1 Innovation Take-Aways | p. 257 |
Targeting Transformative Value | p. 257 |
What Is LiveComplete? | p. 257 |
Targeting Consumers | p. 258 |
Maximizing Lifestyle Impact | p. 260 |
Maximize Transformative Value | p. 261 |
Use Case 2 Innovation Take-Aways | p. 262 |
Limitations on Transformative Value | p. 262 |
Product Innovation | p. 263 |
Convenience Drives Brand Loyalty | p. 265 |
Use Case 3 Innovation Take-Aways | p. 266 |
Maximizing Lifestyle Integration | p. 266 |
Technology for the Smart Mall | p. 267 |
Transformative Value Chain | p. 269 |
Benefits to the Manufacturers | p. 270 |
Benefits to the Store | p. 270 |
Benefits to the Mall | p. 271 |
Benefits to the Consumer | p. 272 |
Use Case 4 Innovation Take-Aways | p. 273 |
Index | p. 275 |
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