Resolving the Innovation Paradox Enhancing Growth in Technology Companies

by Haour, Georges

• ISBN13: 9781403916549
• ISBN10: 1403916543
• Format: Hardcover
• Copyright: 2004-03-04
• Publisher: Palgrave Macmillan

Summary

Innovation is central to the success of technology companies. The CEOs of these companies must make a priority of ensuring that technical know how is effectively converted into value. The paradox is that they rarely do. Resolving the Innovation Paradox shows how to put innovation for longer-term growth at the centre of the CEO radar. One tool is distributed innovation. Distributed innovation offers companies two main benefits. First, companies raise revenue by using channels such as licensing and selling innovation projects. Second, companies tap into external technical know-how, combining it seamlessly with their internal capabilities to develop 'high impact' products and services. Unconstrained by internal resources, such firms gain in agility. Resolving the Innovation Paradox offers examples from companies such as Generics, Intel, Nokia and Samsung. The book is addressed to all readers interested in managing innovation. Visit the companion website at www.innovationparadox.com.

Author Biography

GEORGES HAOUR is Professor at IMD, Lausanne, Switzerland where he teaches Technology Management and directs executive programmes for managers coming from technology companies worldwide. He also works at Generics in Cambridge, UK in the area of technology ventures and start-ups. Georges Haour acts as an advisor to companies in Europe, North America, Japan and Singapore in the area of technology ventures and Research and Development/ Innovation Management and is a member of the board of several organisations, including technology start-ups. He is the author or more than 70 publications including prize winning case studies.

Table of Contents

List of Figures and Tables	ix
Foreword	xi
Chapter 1 Innovation Is Survival	1	(14)
Innovate or Evaporate	1	(2)
Putting Technological Innovation to Work	3	(4)
An Innovation Crisis?	7	(3)
Overview of the Book	10	(5)
Chapter 2 The CEO as Innovation Champion	15	(16)
Does the Current System Encourage Innovation-led Growth?	16	(4)
The Courage to Champion Innovation	20	(3)
Innovation in Family-owned and Private Companies	23	(2)
A Swing of the Pendulum?	25	(3)
Conclusion	28	(3)
Chapter 3 Is Innovation Manageable?	31	(22)
The Act of Creation	32	(1)
Uncertainty is at the Heart of Innovation	33	(6)
Multi-functional Projects	39	(3)
The Innovation Board	42	(1)
Project Portfolio Management	43	(1)
The S-curves	44	(1)
Technology Mapping	45	(1)
Quality Function Deployment	46	(1)
Innovate with a High Market Orientation	47	(4)
Conclusion	51	(2)
Chapter 4 Leveraging Technical Innovation through a Diversity of Channels	53	(14)
Multiple Leveraging of Technical Innovation: the Example of Generics	54	(10)
Generics' Business System	64	(2)
Conclusion	66	(1)
Chapter 5 Redefining Innovation Management: the Distributed Innovation System	67	(22)
Redrawing the Company Perimeter: Danone, Nokia and Samsung	68	(19)
Conclusion	87	(2)
Chapter 6 Energizing the Distributed Innovation System with Entrepreneurship	89	(20)
Boosting Value Creation by Innovating in a Distributed Way: Three Examples	91	(5)
Intel: Innovation Inside?	96	(2)
Nokia	98	(1)
The Pharmaceutical Sector	99	(3)
Practising Distributed Innovation	102	(5)
Conclusion	107	(2)
Chapter 7 The Crucial Human Factor	109	(18)
Be Demanding and Supportive	110	(5)
What Management Style for Managing Technical Professionals?	115	(6)
First-line Managers Must Effectively Develop an Entrepreneurial Business Sense	121	(2)
The Richness of Diversity in a Team	123	(1)
Conclusion	124	(3)
Chapter 8 Conclusion: Creating Value and Growth through Distributed Innovation	127	(10)
A Turnaround World	128	(2)
Innovation Is the Key to Long-term Growth of the Business	130	(1)
Resolving the Paradox through Distributed Innovation	131	(2)
The Way Forward	133	(4)
Bibliography	137	(4)
Index	141