The Open Innovation Revolution: Essentials, Roadblocks, and Leadership Skills


Life is not exactly a bed of roses for most innovation leaders andintrapreneurs—those assertive, innovative, corporaterisk-takers who passionately turn ideas into profitable products.They take on corporate sacred cows and face down challenges thatwould cause less driven and less talented people to quickly throwtheir hands down in defeat. They struggle daily to unleashentrepreneurial thinking while dealing with an army of peoplefiercely dedicated to maintaining the status quo.


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Life is not exactly a bed of roses for most innovation leaders andintrapreneurs—those assertive, innovative, corporaterisk-takers who passionately turn ideas into profitable products.They take on corporate sacred cows and face down challenges thatwould cause less driven and less talented people to quickly throwtheir hands down in defeat. They struggle daily to unleashentrepreneurial thinking while dealing with an army of peoplefiercely dedicated to maintaining the status quo.

The question for business leaders is simple: How can innovationleaders and intrapreneurs freely operate in a corporation thatwants to keep things the way they are? The answer is also simple:read The Open Innovation Revolution.

This practical guide reveals that, without the right people todrive innovation processes, your odds of success shrinkdramatically. And as open innovation becomes the norm, developingthe right people skills—networking, communicating withstakeholders, building your personal brand, and the ability to sellideas—is essential for your innovation leaders andintrapreneurs.

Starting with a Foreword from world-changing innovator andbestselling author Guy Kawasaki, The Open InnovationRevolution looks closely at:

  • Open innovation—the visionary model that more and morecompanies are adopting
  • Innovation leaders and intrapreneurs—and the essentialelements that must be put in place for these people to thrive
  • The people-related roadblocks that can impede innovation andsome ways these can be overcome
  • The personal leadership skills you will need to develop as aninnovation leader or intrapreneur

Innovation thought leader Stefan Lindegaard helps you know ifopen innovation is right for your organization and then shows youhow to prepare those within your organization to make the quantumleap to open innovation as the new normal.

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Editorial Reviews

From the Publisher
"In his new book, The Open Innovation Revolution: Essentials, Roadblocks and Leadership Skills, Lindegaard outlines 10 essential elements of an open innovation culture. What makes this list even more compelling than usual is that it comes not just from the mind of the author, but from some top-notch open innovation practitioners in Stefan's Linkedin group. I have only just begun to read The Open Innovation Revolution, but am already impressed with Stefan's thinking. He's not some ivory tower prognosticator, but a relentless networker who gets out there and develops relationships with key open innovation movers like Thoen and encourages discussion on his Linkedin group. In other words, Stefan's approach is very inclusive; by seeking out many voices, he has developed a deeper understanding of the emerging strategies and practices of open innovation than almost anyone else I know. If your company is thinking about implementing an open innovation strategy, then The Open Innovation Revolution is a must read." (Bob Morris, FirstFridayBookSynopsis, 6/15/10)
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Product Details

  • ISBN-13: 9780470604397
  • Publisher: Wiley
  • Publication date: 6/8/2010
  • Edition number: 1
  • Pages: 226
  • Product dimensions: 6.20 (w) x 9.10 (h) x 0.90 (d)

Meet the Author

STEFAN LINDEGAARD is a speaker, network facilitator, andstrategic advisor who helps companies on the topics of openinnovation, intrapreneurship, and how to identify and develop thepeople who drive innovation. He has served as a strategic advisorand facilitator for innovation leaders and intrapreneurs fromglobal companies such as Bang & Olufsen, Danfoss, Grundfos,Lego, Novo Nordisk, and Novozymes. With open innovation, hedelivers talks and sessions that help companies understand this newinnovation discipline. With intrapreneurship, he helps companiesdesign programs that identify and develop intrapreneurs as well asnew ideas. His work in this field includes a pioneering businessplan competition at the industrial giant, Danfoss. The programsucceeded so well that it inspired other world-class companies,such as Hewlett-Packard and Novozymes, to undertake similarprograms.
Visit his blog at:

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Table of Contents



PART I The Essentials.

Chapter 1 Why Open Innovation Matters.

Challenges Abound.

Key Chapter Takeaways.

Chapter 2 What Open Innovation Looks Like.

Benefits, Challenges, and Stumbling Blocks.

The Essential Element of Trust.

Key Chapter Takeaways.

Chapter 3 How to Approach Open Innovation.

Elements of an Open Innovation Culture.

Key Chapter Takeaways.

Chapter 4 First Things First.

What Is Your Mandate for Open Innovation?

The Innovation Strategy and Strategic Purposes.

Stakeholder Analysis.

Communication Strategy.

Common Language.

Be Innovative Rather than Strive to Become Innovative.

Key Chapter Takeaways.

Chapter 5 How to Identify and Develop the People Who DriveOpen Innovation.

Focus on People.

Two Kinds of People Needed.

Traits to Look for in Innovation Leaders and Intrapreneurs.

Where to Look.

Questions to Ask.

Key Chapter Takeaways.

Chapter 6 The Networked Innovation Culture.

Why a Networking Culture Is Important.

What a Networking Culture Looks Like.

Virtual Tools.

Face-to-Face Networking.

Potential Roadblocks.

Key Chapter Takeaways.

PART II Roadblocks.

Chapter 7 Why Top Executives Do Not Get Innovation, Much LessOpen Innovation—and What to Do About It.

The Whys.

How to Operate in This Environment.

Key Chapter Takeaways.

Chapter 8 Defeating the Corporate Antibodies.

Detecting Antibodies.

Some Solutions.

Mastering Stakeholder Management.

Key Chapter Takeaways.

Chapter 9 Radical Innovation as a Roadblock.

Choosing This Path.

Key Chapter Takeaways.

PART III Personal Leadership for Open Innovation.

Chapter 10 Defining Success.

Pathways to Success.

Success Exercise.

Key Chapter Takeaways.

Chapter 11 Know Your Values.

My Values.

Classification of Strengths.

What's Next?

Key Chapter Takeaways.

Chapter 12 Making Change Happen.

Five Steps to a Change Strategy.

Key Chapter Takeaways.

Chapter 13 Managing Time.

Analyze Your Time Budget.

How Did Things Get This Way?

Create Thinking Time.

Putting Time Management into Action.

Key Chapter Takeaways.

Chapter 14 Polishing Your Personal Brand.

Why Does It Matter?

Role Models.

Create Your Personal Brand.

The Future—Your Strategic Goals.

You about You.

Others about You.

Know Your Environment.

Communicate Your Personal Brand.

An Exercise.

Evaluate and Evolve.

Key Chapter Takeaways.

Chapter 15 Strengthening Your Network.

Three Types of Networking.

Maximize Your Networking Efforts.

Personal Network Analysis.

Use of the Network: Influence and Action.

Networking in the Real World.

Key Chapter Takeaways.

Chapter 16 Sell Your Vision and Ideas!

The Value Proposition.

The Elevator Pitch.

Key Chapter Takeaways.

Chapter 17 Corporate Business Plan Competitions.

How It Began.

Hewlett-Packard Jumps In.

Building Your Competition.

Create a Vehicle for Open Innovation.


Postcompetition Decisions.

Key Chapter Takeaways.

Chapter 18 The Review: Everything in One Easy Place.

Appendix A The Ten Types of Innovation.

Appendix B Open Innovation Examples and Resources.


About the Author.


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