Managing Innovation, Design and Creativity / Edition 1

Managing Innovation, Design and Creativity / Edition 1

by Bettina von Stamm, Bettina Von Stamm

Managing Innovation, Design and Creativity is an exciting new book published in collaboration with the London-based Design Council. The Design Council has commissioned Bettina von Stamm of London Business School to write a collection of case studies that develop the themes of innovation, design and creativity. The book is built around a collection of 10 caseSee more details below


Managing Innovation, Design and Creativity is an exciting new book published in collaboration with the London-based Design Council. The Design Council has commissioned Bettina von Stamm of London Business School to write a collection of case studies that develop the themes of innovation, design and creativity. The book is built around a collection of 10 case studies, drawn from both manufacturing and service sectors, and includes additional chapters discussing key themes and concepts developed in the cases. The findings are invaluable reading for students and practitioners.

  • Develops an integrative approach to innovation, creativity and design, and shows how these topics fit together   - identifies tools and techniques that will help improve an organization's effectiveness

  • Provides a collection of substantive case studies drawn from both service (e.g. BBC and Bank of Scotland) and manufacturing (e.g. Black & Decker and GKN) sectors, that are supported by expert commentaries

  • Case teaching notes and other resources are provided on a supporting web site:

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Product Details

Publication date:
Edition description:
Older Edition
Product dimensions:
7.40(w) x 9.82(h) x 1.00(d)

Table of Contents



1. What are Innovation, Creativity and Design?




Reading suggestions.

2. Innovation = Creativity and Commercialization.

Case Study 1: BBC's Walking with Dinosaurs.

How it all started.

Selling the idea—Phase I.

Selling the idea—Phase II.

The development and its challenges.

Working with BBC Global Brand Management.


Appendix I: Meet the dinosaurs.

Appendix II: Stages of the animation process.

Appendix III: Excerpt from brand guide.

Appendix IV: Awards as of 30th October 2001.

3. Structured Processes for Developing New Products.

The evolution of the new product development process.

The stage-gate process.

Development funnel and product portfolio management.

The role of the project leader.

Reading suggestions.

4. A Note on Globalization.

Myth or reality?


Enablers and drivers of globali zation.

Advantages of global innovation.

The flipside of the coin.

Obstacles to global innovation.

What does global mean in the context of new product development?

What to consider when going global.


Reading suggestions.

5. Innovation and Branding for the Web.

Case Study 2:—A.

What next?

The starting point.

Market opportunity and competition.

From idea to reality.

Value proposition.

The revenue model.

Looking for funding.

Putting the money to work.

The need to accelerate growth.


Appendix I: Background to the four founders.

6. Strategy—Emergent or Planned, and Other Issues.

Strategy—planned or emergent?

Strategy and innovation.

Useful concepts and frameworks for strategy development.

Design and strategy.

Reading suggestions.

7. Branding and Innovation.

What is a brand?

Brands and innovation—a closer look.

Brands and the web.

Reading suggestions.

8. The Value of Market Research.

Case Study 3: Black & Decker's Quattro.

If I only had time. . ..

A new consumer trend.

Black & Decker—the company.

Developing concept and prototype.


Appendix I: Company history.

Appendix II: Capital appropriation request summary extracts.

9. Approaches to Market Research.

What is it about market research?

Traditional approaches to market research.

The future.

Reading suggestions.

10. A Note on Teams.

Team composition.

Reading suggestions.

11. Collaboration—Innovation in Manufacturing.

Case Study 4: The Lotus Elise.

The philosophy behind Lotus and the Elise.

Conception and concept.

Chassis development.

Getting approval.

The market and results.

The future.


12. The Role of Prototypes.

Why use prototypes?

Problems with prototypes.

What prototype?

Reading suggestions.

13. Collaborating for Innovation.

Some background.

Reasons for, and benefits of, collaboration.

What gets in the way of collaboration?

How to make collaboration work.

Reading suggestions.

14. Innovation and Industry Context.

Case Study 5: Roche-Saquinavir.

1995—a new class of HIV antiviral.

Moving into HIV drug research—the situation in 1986.

Development—from test tube to mass production.

Clinical trials and introduction.


Appendix I: Team members.

Appendix II: Drug discovery value chain.

15. The Effects of Industry and Cultural Context.

Why think about context?

Understanding constraints.

Contextual factors at the industry level.

Types of design and types of industries.

Contextual factors—the national level.

16. Informal Networks and the Management of Knowledge.

Informal networks.

What is knowledge?

The importance of knowledge management.

The management of knowledge.

Reading suggestions.

17. Innovation for the Environment.

Case Study 6: Plaswood by Dumfries Recycling.

Invest or sell?

Plastic recycling in the UK.

Background to British Polythene Industries.

Dumfries Plastic Recycling.


Appendix I: Alternatives to recycling.

Appendix II: Recycling at bpi.

18. Green Design
Clean Environment or Clean Conscience?

The argument for environmentally responsible design.

What are environmentally responsible products?

Natural capitalism versus 'green design'.

The role of the designer.

Reading suggestions.

19. A Note on Intellectual Property Rights (IPR).

Types of intellectual property rights.

Reading suggestions.

20. Innovation in Large Organizations.

Case Study 7: GKN—Light Composite Disc Joint.

Decisions, decisions.

How the project had started.

History of GKN.


Appendix I: Manufacturing flow for the CDJ.

Appendix II: Summary of technical and commercial advantages and technical limitations.

21. How to Infuse Innovation?

Idea management.

Structures for innovation.

Incremental versus radical —what's the difference?

Reading suggestions.

22. Venturing Beyond Company Boundaries.

Avenues for achieving innovation.

The venture capital industry.

Finding venture capital.

Other sources of external funding.

Reading suggestions.

23. Innovation in Financial Services.

Case Study 8: Shared Appreciation Mortgage—Bank of Scotland.

The idea—rationale and getting buy-in.

Getting started.

Product and markets.

Trials and tribulations.

Market introduction and reaction.

After the initial enthusiasm.

Competitors? reaction.


Appendix I: Additional information.

24. Innovation in the Service Industry.

Particularities about the service industry.

Design and service development.

Service development 'what drives success'

Reading suggestions.

25. Definitions of Success and Failure: Measuring for Innovation.

What underpins success and causes failure?

The complexity framework.

Is failure really failure?

Measuring success.

Reading suggestions.

26. Building for Innovation.

Case Study 9: John McAslan & Partners.


The role of the built environment.

Helping to create a new culture—the operational centre for the Yapi Kredi Bank in Istanbul.

Max Mara's HQ in Reggio Emilia—local groundedness and corporate vision.

Redevelopment of Peter Jones—bringing the founder's vision up to date.


Appendix I: Main players involved in the design and build of Yapi Kredi Bank.

Appendix II: Development of the John Lewis Partnership.

27. Company Culture and Architecture.

Putting your work environment to work.

Changes in working practices and the office environment.

Change the work environment—but for the right reasons.

Reading suggestions.

28. Outsourcing—Designers In or Out?

Ins and outs of outsourcing

in or out?

The case study of the MuZ Skorpion.

Lessons from the case study.

Concluding remarks.

Reading suggestions.

29. Putting All the Pieces into Place.

Case Study 10: The Technology Partnership.

A new direction?

How it all started.

Company growth and development.

You are who you hire.

The paths we choose.

Lend a helping hand.

The work environment.


Appendix I: Major developments in the TTP Group since 1990.

Appendix II: Group structure.

Appendix III: Financial performance (from annual report 2000).

Appendix IV: The Venture Fund—article from Financial News.

30. The Innovative Organization.

Leadership—the most critical ingredient.

The role of company culture.

Reading suggestions.

Appendix I: How to Use the Case Studies.

Appendix II: Categories of Design.



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