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| Foreword | |
| Acknowledgments | |
| Introduction | |
| About the Companion Website | |
| Setting the Stage | |
| Blinded by the Light (Vision Blockages) | |
| The Key Dangers | |
| Overview | |
| Innovation Vision Example (Alcatel-Lucent) | |
| Innovation Vision Example (Kuwait Petroleum Corporation) | |
| There is No Single Innovation Vision | |
| Innovation Vision Case Study - Ford Motor Company | |
| Innovation Vision Case Study - HP | |
| Innovation Vision Case Study - Apple Computer | |
| Innovation Vision Case Study - Nintendo | |
| Innovation Vision Case Study - Walmart versus Amazon | |
| Innovation Vision Case Study - Intel versus AMD, Qualcomm and Nvidia | |
| Bringing it All Together | |
| Peering in the Dark (Strategy Blockages) | |
| The Key Dangers | |
| Overview | |
| Strategy Must be Based in Reality | |
| Two Sources of Innovation, One Innovation Strategy | |
| Time as a Component of Innovation Strategy | |
| Innovation Strategy Case Study - The Whirlpool Example | |
| Innovation Case Study - Open Innovation at P&G | |
| Not Just For Corporations | |
| Innovation Maturity | |
| Incremental versus Disruptive Innovation | |
| Innovation Portfolios | |
| Open Innovation | |
| Bringing it All Together | |
| Setting a Course Blindfolded (Goal Blockages) | |
| The Key Dangers | |
| Overview | |
| The Purpose of Innovation Goals | |
| The Influence of Customer Permissions and Visual Frameworks on Your. Innovation Strategy and Goals | |
| Setting Your Innovation Goals | |
| Bringing it All Together | |
| The Innovation Engine | |
| What are they really thinking? (Insight Blockages) | |
| The Key Dangers | |
| Overview | |
| Four Lenses of Innovation | |
| Broadcasting the Voice of the Customer | |
| Trend Spotting, Behaviors, and Needs | |
| Insights and Execution | |
| Insights Case Study - Apple iPhone | |
| Insights Case Study - Apple iPad | |
| Are You Innovating for the Past or the Future? | |
| Bringing it All Together | |
| Shining a Light on the Customer Problem (Idea Generation Blockages) | |
| The Key Dangers | |
| Overview | |
| Generating Ideas | |
| Idea Quantity | |
| Idea Quality | |
| Better Brainstorming | |
| The Idea Generation S-Curve | |
| The Nine Innovation Roles | |
| Bringing it All Together | |
| Picking a Winner Without Looking (Idea Evaluation Blockages) | |
| The Key Dangers | |
| Overview | |
| You Get What You Measure | |
| Separate but Equal | |
| Idea Evaluation Checklist | |
| Idea Challenges | |
| Parallel Idea Evaluation in a Serial World | |
| Saying No in the Right Way | |
| The Importance of "Not Now" | |
| Bringing it All Together | |
| Going to Market Blind (Idea Commercialization Blockages) | |
| The Key Dangers | |
| Overview | |
| Useful or Valuable | |
| Slow Innovation | |
| Slow Innovation Case Study - The iPod | |
| Slow Innovation Case Study - The VCR | |
| Slow Innovation Case Study - The Internet | |
| Slow Innovation Case Study - Southwest Airlines | |
| Slow Innovation - Conclusion | |
| Idea Commercialization Stories - Apple Designs a "No!" | |
| Lessons Learned | |
| Bringing it All Together | |
| The Organization | |
| Have you had an Innovation Lobotomy? (Organizational Psychology Blockages) | |
| The Key Dangers | |
| Overview | |
| What are you afraid of? | |
| The Impact of Culture | |
| Organizational Hierarchy of Needs | |
| Breaking Out of the Mold | |
| Choose Your Own Hours - A Case Study in Flexibility | |
| Bringing it All Together | |
| Do Your Policies and Processes Keep People in the Dark? (Information and Structural Blockages) | |
| The Key Dangers | |
| Overview | |
| Some Secrets of Continuous Innovation are Nothing New | |
| Should they call them silos or bunkers? | |
| Get Your Hands Off My Bonus | |
| Cisco - A Case Study in Breaking Down Information and Structural Barriers | |
| Another Case Study - GE and Reverse Innovation | |
| Bringing it All Together | |
| Keeping the Lights On (Sustainability Blockages) | |
| The Key Dangers | |
| Overview | |
| Who Innovates? | |
| Innovating in a Crisis | |
| Innovation is not a Project | |
| If You Want Systemic Innovation You Need Systems to Manage It | |
| Innovation versus Flexibility | |
| Managing Innovation is About Managing Change - A Case Study | |
| Purpose and Passion | |
| Blogging Innovation as a Case Study in Passion | |
| Passion versus Obsession | |
| Innovation is Social | |
| Bringing it All Together | |
| Epilogue | |
| Appendices | |
| Customer Exploration | |
| Defining the Customer Relationship | |
| What level of customer permission do we have? | |
| Level of Customer Permission versus Customer Relationship Type | |
| Maximizing the Customer Relationship | |
| Providing Real Value | |
| Ensuring Useful Feedback on Permissions | |
| Visual Frameworks for Guiding Your Innovation Efforts | |
| Choosing and Communicating an Innovation Focus | |
| The Airline Passenger Lifecycle - Visual Framework (Customer Journey) | |
| Buying with Cash Online - Visual Framework (Customer Journey) | |
| Lemonade Stand - Visual Framework (Operations) | |
| Lemonade Stand - Visual Framework (Customer Journey) | |
| The Innovation Baker's Dozen | |
| About the Author | |
| Index | |
| Table of Contents provided by Publisher. All Rights Reserved. |
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