Capabilities for Strategic... | Buy

This book sets out to make a unique contribution to the field by establishing thought leadership in this emerging discipline. It will integrate a strategic focus with practical operational guidance on implementation. It will present practical tools for future proofing, assessing innovative potential, capabilities review, cultural fit and knowledge management practices.

David Birchall is both Director of Research and of Learning and Teaching Services at Henley Management College.

George Tovstiga is Principal in Arthur D. Little (Switzerland) Ltd's Technology and Innovation Practice and Visiting Professor at Henley Management College.

List of figures

ix

List of tables

xi

Preface

xiii

Part I

Chapter 1 Capabilities and competitive advantage in continually changing contexts

3

(16)

Introduction

3

(1)

Changing patterns of competition

3

(9)

Scoping the broader managerial context with respect to capabilities and innovation

12

(6)

Concluding remarks

18

(1)

Chapter 2 Capabilities as strategic resources

19

(16)

Introduction

19

(1)

Capabilities and the resource-based view of the firm

19

(2)

Capabilities and organizational knowledge

21

(9)

Capabilities and tacitness

30

(1)

Capabilities and path dependence

31

(3)

Concluding remarks

34

(1)

Chapter 3 Capabilities and competitive advantage

35

(14)

Introduction

35

(3)

Capabilities and competitive advantage

38

(4)

Capabilities and value creation

42

(5)

Concluding remarks

47

(2)

Chapter 4 Managing capabilities for strategic advantage

49

(17)

Introduction

49

(1)

Strategic management of capabilities

49

(2)

Selecting capabilities

51

(3)

Building capabilities

54

(4)

Deploying capabilities

58

(5)

Protecting capabilities

63

(2)

Concluding remarks

65

(1)

Chapter 5 Strategic capabilities and innovation

66

(20)

Introduction

66

(1)

Capabilities and innovation

66

(5)

Institutional innovation

71

(3)

Revolutional innovation

74

(4)

Evolutional or sustainable innovation

78

(4)

Capabilities and evolutional innovation

82

(2)

Concluding remarks

84

(2)

Chapter 6 Evolutional innovation: deriving opportunity from disruption

86

(21)

Introduction

86

(1)

Evolutional innovation: deriving opportunity from disruption

87

(8)

Implications and challenges for management

95

(4)

Learning to derive opportunity from disruption

99

(2)

Exploiting new opportunities for competitive advantage

101

(2)

Concluding remarks

103

(4)

Part II

Chapter 7 Market orientation and innovation success

107

(34)

Introduction

107

(1)

Market orientation

108

(2)

Costs versus benefits of customer involvement in the innovation process

110

(5)

Stages of the development process and customer involvement

115

(2)

Environmental turbulence-is a different approach needed?

117

(2)

Integrating future market opportunities, technological advances, firm capabilities, and strategic intent

119

(2)

Foresight as background to future proofing

121

(2)

Scenarios in planning

123

(4)

Trend analysis

127

(2)

Technology roadmaps

129

(3)

Quality function deployment

132

(6)

Concluding remarks

138

(3)

Chapter 8 Accelerating progress through partnering and affiancing

141

(22)

Introduction

141

(1)

Partnerships and alliances

142

(16)

Alliance, constellation, and networks

158

(3)

Concluding remarks

161

(2)

Chapter 9 Creating organizations and networks to support innovation

163

(19)

Introduction

163

(1)

Networks and clusters: new ways of organizing

164

(4)

Networks and clusters: contributing to a firm's innovativeness

168

(3)

Networks and clusters: realizing the benefits

171

(3)

Networks and clusters: incremental or radical innovation

174

(3)

How networks develop

177

(3)

Concluding remarks

180

(2)

Chapter 10 Managing complex technology projects, programs, and portfolios

182

(45)

Introduction

182

(2)

The nature of complex technology projects, programs, and portfolios

184

(2)

Features of high-technology development projects

186

(2)

The process of new product development

188

(5)

Controlling time and cost in projects: earned value analysis (EVA)

193

(3)

Accelerating innovation projects

196

(16)

Portfolio management for overall performance improvement

212

(6)

Managing risk

218

(7)

Concluding remarks

225

(2)

Chapter 11 Measuring innovation performance

227

(36)

Introduction

227

(4)

The purposes of measurement

231

(1)

The nature of innovation performance measurement

232

(7)

The use of measures for innovation performance management

239

(5)

Current practices in innovation performance measurement: the important measures

244

(6)

Frameworks for innovation performance measurement

250

(6)

The phenomenological approach to innovation

256

(3)

Making innovation performance reviews pay

259

(1)

Concluding remarks

260

(3)

Appendix A Strategic capabilities portfolio analysis: Diagnostic methodology

263

(12)

Appendix B Case study: BP Amoco and capabilities development

275

(5)

References

280

(14)

Index

294

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