Summary

Innovation is a key source of competitive advantage-but it remains frustratingly elusive for many organizations. Despite the huge investments companies around the world are making to develop innovative leaders and to foster innovation with their teams, they are not succeeding. Too often, innovation is seen as a specialist's role, confined to the silos of R&D, engineering, and product development when-to ensure that the organizations will be innovative and remain competitive in the future-a culture of innovation needs to be created and fostered throughout the organization. The new complexities of work today demand a new way of thinking that goes beyond the logic-and-memory approach of traditional IQ intelligence-they demand Innovative Intelligence. Innovative Intelligence offers a four-step process to help leaders control their traditional IQ thinking and move beyond it, enabling them to respond innovatively to complex problems and to lead teams to become more innovative, no matter what their role. It shows how to embrace a culture of innovation and have it permeate throughout the organization, at every level. Moreover, readers will learn how to overcome the organizational and cultural barriers that may be preventing innovation within their workplaces. Through case studies, practical tools and strategies, Innovative Intelligence presents the core principles that describe how leaders, managers, and teams can learn to think innovatively, and how leaders can apply their innovative intelligence to evolve their organizations and work culture to achieve greater business success.

Author Biography

Dr. David S. Weiss is President and CEO of Weiss International Ltd., a firm specializing in innovation, leadership, and Human Resources consulting. Previously Chief Innovation Officer in a multinational consulting firm, David's current university positions include Affiliate Professor at the Rotman School of Management of University of Toronto, and Senior Research Fellow of Queen's University. David is a sought-after keynote speaker who has presented at over 200 conferences and is the author or co-author of four best-selling business books: Leadership Solutions (2007), The Leadership Gap (2005), High Performance HR (2000), and Beyond The Walls of Conflict (1996). For more information, visit www.weissinternational.ca.

Claude P. Legrand is the founder and President of Ideaction Inc., a consulting firm which specializes in sustainable innovation. For over 20 years he has been one of North America's leading experts in practical innovation and is an acclaimed and frequent conference presenter. He leads a team of experienced consultants who help organizations become innovation-capable and deliver major innovation projects. In 2007, he was the founding Program Director of the Centre of Excellence in Innovation Management at the Schulich Executive Education Centre. For more information, please visit www.ideaction.net.

ACKNOWLEDGMENTS.

PREFACE.

A Description of the Book Innovative Intelligence.

Who Should Read This Book.

How to Read This Book.

PART ONE: CLOSING THE INNOVATION GAP.

CHAPTER ONE: THE INNOVATION GAP.

The Innovation Challenge.

What Is Innovation?

Innovative Thinking Makes Innovation Happen.

The Evidence Is in—We Are Underachieving.

Try It Another Way.

Conclusion.

CHAPTER TWO: LEADING THROUGH COMPLEXITY.

Why Complex Issues Are So Challenging.

Complicated vs. Complex Issues.

Common Mistakes.

Conclusion.

CHAPTER THREE: ACCESSING INNOVATIVE INTELLIGENCE.

Intelligence: Who Knows?

Leaders Require Three Intelligences.

Leaders Need to Think About Thinking.

Conclusion.

CHAPTER FOUR: ECLIPSE OF INNOVATIVE INTELLIGENCE.

Eclipse #1: The School System Made Me Do It.

Eclipse #2: The Analytical Intelligence Paradox.

Eclipse #3: Impact of High Negative Stress.

Conclusion.

PART TWO: INNOVATIVE THINKING.

CHAPTER FIVE: INNOVATIVE THINKING: AN OVERVIEW.

Characteristics of an Eff ective Innovative Thinking Model.

Key Success Factors for Innovative Thinking.

Conclusion.

CHAPTER SIX: STEP 1: FRAMEWORK.

Understanding Framework.

The Context.

The "How To . . .?" Question.

The Boundaries.

The Type of Solution.

The Owner or Decision Maker

The Project Charter.

Leveraging the Three Intelligences in the Framework Step.

The Leader's Roles in Step 1: Framework.

Conclusion.

CHAPTER SEVEN: STEP 2: ISSUE REDEFINITION.

The Five Areas of Focus in Issue Redefinition.

Leveraging the Three Intelligences in the Issue Redefinition Step.

The Leader's Roles in Step 2: Issue Redefinition.

Conclusion.

CHAPTER EIGHT: STEP 3: IDEA GENERATION.

Idea Generation Is a Rigorous Process.

Stage 1: Prepare Thoroughly.

Stage 2: Introduce the Process.

Stage 3: Generate Many Ideas through Divergence.

Stage 4: Discover Meaningful Solutions through Convergence.

Working Alone on Idea Generation.

Leveraging the Three Intelligences in the Idea Generation Step.

The Leader's Role in Step 3: Idea Generation.

Conclusion.

CHAPTER NINE: STEP 4: IMPLEMENTATION PLANNING.

Stage 1: Confi rm the Preferred Idea.

Stage 2: Engage in Risk Analysis and Develop Mitigating Strategies.

Stage 3: Present the Innovative Solution for Approval.

Stage 4: Ensure an Eff ective Handoff to the Team that Focuses on Change Implementation.

Leveraging the Three Intelligences in the Implementation Planning Step.

The Leader’s Role in Step 4: Implementation Planning.

Conclusion.

PART THREE: MAKING INNOVATION HAPPEN.

CHAPTER TEN: MAKING INNOVATION HAPPEN: AN OVERVIEW.

Four Essential Organizational Enablers to Make Innovation Happen.

Sustaining Innovation.

Conclusion.

CHAPTER ELEVEN: LEADING INNOVATION.

Leading Self.

Leading Innovation Teams.

Leading Intact Work Units.

Leading Enterprises for Innovation.

Conclusion.

CHAPTER TWELVE: CULTURE OF INNOVATION.

What Is Culture?

How a Culture Can Suppress Innovation.

What Is a Culture of Innovation?

How an Existing Culture Can Be Transformed to a Culture of Innovation.

How to Develop a Leadership Culture of Innovation.

Conclusion.

CHAPTER THIRTEEN: ORGANIZATIONAL PRACTICES FOR INNOVATION.

Executive-Level Organizational Practices.

Organizational Practices in Core Functional Areas.

Organizational Practices in Support Functional Areas.

Innovation-Specifi c Organizational Practices.

Conclusion.

CHAPTER FOURTEEN: THE INNOVATION PLAN.

Guiding Principles for an Innovation Plan.

Key Elements of an Effective Innovation Plan.

How to Develop the Innovation Plan and Who Should Lead It.

When Should an Innovation Plan Be Developed?

Pulling It All Together.

INDEX.

ABOUT THE AUTHORS.

Supplemental Materials

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