Оглавление
Patrick J. Stroh. Advancing Innovation
Table of Contents
Guide
Pages
ADVANCING INNOVATION. Galvanizing, Enabling, and Measuring for Innovation Value!
Praise for Advancing Innovation
Foreword
Note
Introduction
INNOVATION THAT CREATES REAL VALUE FOR CUSTOMERS AND STAKEHOLDERS
NEW RESEARCH CONDUCTED BY IMA®
Industry. Which of the following best describes your organization?
Location. Where is your business unit primarily located?
Revenues. What is your organization’s annual revenues (or budget, if it’s a nonprofit or governmental entity) in U.S. dollars?
10 Key Findings
HOW THIS BOOK IS ORGANIZED
Galvanizing, Enabling, and Measuring
GETTING TO YES
Galvanizing Keys
Enabling Keys
Measuring Keys
PART I Innovation—A Call to Action
Notes
CHAPTER 1 Innovation Governance
WHO IS RESPONSIBLE FOR INNOVATION?
WHAT IS INNOVATION GOVERNANCE?
HOW DO WE GOVERN INNOVATION?
Galvanizing
Enabling
Measuring
CHARACTERISTICS AND ROLES OF THE INNOVATION LEADER
OFFICE OF INNOVATION GOVERNANCE?
INNOVATION GOVERNANCE—YIN & YANG
Notes
CHAPTER 2 Determining Important Innovation
IMPORTANT INNOVATION
STRATEGY MAPS DEFINE IMPORTANCE
YOUR DEFINITION OF IMPORTANCE
“PROUDLY DISCOVERED ELSEWHERE” IDEAS
OTHER QUESTIONS TO ASK
Note
CHAPTER 3 Innovation Guidance for Finance and Accounting Professionals
RISK AND INNOVATION—OUR ROLE
LEVERAGING STRENGTHS
TYPICAL NONSTRENGTHS OF SENIOR FINANCE AND ACCOUNTING PROFESSIONALS
TYPICAL STRENGTHS OF SENIOR FINANCE AND ACCOUNTING PROFESSIONALS
THE CHANGING ROLE OF THE CFO—CORROBORATING EVIDENCE
ECHOING THE CALL TO ACTION
Notes
PART II The First Element: Galvanizing the Organization
CREATE A MENTAL IMAGE OF GALVANIZING
Note
CHAPTER 4 The Foundation: Linking Innovation to Business Practices
LINKING INNOVATION TO EXISTING BUSINESS PROCESSES
Linking Innovation to Capital Allocation/Management
Linking Innovation to Business/Strategic Planning
Linking Innovation to Budgeting
Linking Innovation to Operations Management
THE WHEEL HAS BEEN INVENTED!
IMPLEMENTING REWARDS SYSTEMS
COMMUNICATING INNOVATION EFFORTS AND RESULTS
GALVANIZED FOR INNOVATION READINESS—YES OR NO?
Note
CHAPTER 5 Defining Innovation—A Balanced Approach
INCREMENTAL INNOVATION
EXAMPLES OF INCREMENTAL INNOVATION
Measuring Incremental Innovation
Incremental Innovation Key Takeaway
DISTINCTIVE INNOVATION
Examples of Distinctive Innovation
Measuring Distinctive Innovation
Distinctive Innovation Key Takeaway
BREAKTHROUGH INNOVATION
Examples of Breakthrough Innovation
Measuring Breakthrough Innovation
Exhibit 5-1: How Respondents Balance Their Resources
MEASURING INNOVATION VALUE
BUSINESS MODEL INNOVATION
CLOSING THOUGHT
PART III The Second Element: Enabling Innovation—Innovation Processes and Channels
WHERE DO YOU GET INNOVATION IDEAS?
CREATE A MENTAL IMAGE OF ENABLING
CHAPTER 6 Open Submission
THE ORIGINAL OPEN SUBMISSION SYSTEM: THE SUGGESTION BOX
Possible Drawbacks of Open Submission
Tips on Making Open Submission Work
MAKE OPEN SUBMISSION AN ONGOING PROCESS
BOTTOM LINE
Note
CHAPTER 7 Business Challenges
SUGGESTIONS FOR ESTABLISHING A BUSINESS CHALLENGE CHANNEL
PITFALLS TO AVOID
OTHER FACTORS TO CONSIDER
Who Will Create the Business Challenges?
How Will You Communicate the Challenge to Employees?
How Much Time Will Employees Have to Submit ideas?
How Will You Communicate Progress?
How Will You Acknowledge Responses and Follow Up?
How Will You Review the ideas?
What Will You Do with Multiple Solutions?
MAKE THE BUSINESS CHALLENGE CHANNEL AN ONGOING PROCESS
MEASURING THIS CHANNEL IS ABOUT ENGAGEMENT AND RESULTS
THE BOTTOM LINE
Note
CHAPTER 8 Future Sensing Groups
BENEFITS OF USING FUTURE SENSING GROUPS
PITFALLS TO AVOID
HOW TO SET UP AN FSG
MAKE SURE THE FUTURE SENSING GROUP’S WORK IS AN ONGOING PROCESS
HOW TO MEASURE THE SUCCESS OF YOUR FSG
GETTING STARTED
Note
CHAPTER 9 Fellowships
ANNOUNCING YOUR FELLOWSHIP PROGRAM
ALL EMPLOYEES:
HOW THE FELLOWSHIP PROGRAM WORKS
BENEFITS OF IMPLEMENTING A FELLOWSHIP PROGRAM
PITFALLS TO AVOID
HOW TO ESTABLISH A FELLOWSHIP PROGRAM
MAKE FELLOWSHIPS AN ONGOING PROCESS
HOW TO MEASURE THE SUCCESS OF A FELLOWSHIP PROGRAM
CHAPTER 10 Crowdsourcing
PITFALLS TO AVOID
HOW TO SET UP A CROWDSOURCING CHANNEL
MAKE CROWDSOURCING AN ONGOING PROCESS
MEASURING THE RESULTS OF CROWDSOURCING
BOTTOM LINE
ONE MORE CHANNEL: LIGHTS, CAMERA…INNOVATION DAY!
Innovation Day Goals
Innovation Day Considerations
PART IV The Third Element: Measuring Innovation—It Only Counts If It Adds Value!
CREATE A MENTAL IMAGE OF MEASURING
CHAPTER 11 Innovation Interrelationships
ESTABLISH INTERNAL DISCUSSION VENUES
Discussing Innovation during Capital Allocation/ Management Reviews
Discussing Innovation during Business/ Strategic Planning Meetings
Discussing Innovation during Budgeting Sessions
Discussing Innovation during Operations Management Meetings
Discussing Innovation during Enterprise Risk Management Reviews
ESTABLISH EXTERNAL INNOVATION DISCUSSIONS
Annual Customer Satisfaction Surveys
Annual Supplier Reviews
SOWING THE SEEDS TO SUCCESSFUL INNOVATION INTERRELATIONSHIPS
Notes
CHAPTER 12 The Balanced Scorecard—For Innovation
INNOVATION VALUE SCORE®
WHY MODEL IVS AFTER THE BSC?
Similarities between IVS and the BSC
Differences between IVS and the BSC
THE DIMENSIONALITY OF INNOVATION VALUE SCORE
THIS METRIC DOESN’T WORK FOR ME BECAUSE…
INNOVATION IS A TEAM SPORT
CHAPTER 13 Innovation Value Score®
FOUR CATEGORIES OF INNOVATION VALUE
#1: Customer Innovation
#2: Growth Innovation
#3: Operational Excellence Innovation
#4: Financial Innovation
IVS METRICS
FOUR BUSINESS ARCHETYPES
Archetype #1: Low/Best Price Leader
Archetype #2: Product Developer
Archetype #3: Customized Solutions Provider
Archetype #4: Proprietary Leader
BUSINESS ARCHETYPES—IVS EXPECTED RESULTS. Comparability—Value vs. Noise
The Overall IVS Score
Categorical IVS Scores
Individual IVS Scores by Metric
REPORTING RESULTS AND TAKING ACTIONS
FINAL THOUGHTS ON IVS
Notes
Final Thoughts
STORIES OF LESSONS LEARNED
CRITICAL TAKEAWAYS FOR ADVANCING INNOVATION
Appendix. IMA SURVEY ON INNOVATION
IVS EXAMPLE REPORTS
Recommended Reading
CORE INNOVATION THOUGHT LEADERSHIP
Acknowledgments
About the Author
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