Innovation is a key source of competitive advantage, but it remains frustratingly elusive for many organizations. This book shows you how to close the innovation gap by making individuals and organizations systematically and sustainably innovative. You will learn how to embrace a culture of innovation and make it permeate every level of the organization. You will find a clear road map and practical tools to redefine your workplace's culture, identify and tap into the existing innovative intelligence, and develop leaders who can close the innovation gap for greater business success.
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About the Author
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.
Table of Contents
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.
CHAPTER TWO: LEADING THROUGH COMPLEXITY.
Why Complex Issues Are So Challenging.
Complicated vs. Complex Issues.
CHAPTER THREE: ACCESSING INNOVATIVE INTELLIGENCE.
Intelligence: Who Knows?
Leaders Require Three Intelligences.
Leaders Need to Think About Thinking.
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.
PART TWO: INNOVATIVE THINKING.
CHAPTER FIVE: INNOVATIVE THINKING: AN OVERVIEW.
Characteristics of an Eff ective Innovative Thinking Model.
Key Success Factors for Innovative Thinking.
CHAPTER SIX: STEP 1: FRAMEWORK.
The "How To . . .?" Question.
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.
CHAPTER SEVEN: STEP 2: ISSUE REDEFINITION.
The Five Areas of Focus in Issue Redefinition.
Leveraging the Three Intelligences in the Issue RedefinitionStep.
The Leader's Roles in Step 2: Issue Redefinition.
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 GenerationStep.
The Leader's Role in Step 3: Idea Generation.
CHAPTER NINE: STEP 4: IMPLEMENTATION PLANNING.
Stage 1: Confi rm the Preferred Idea.
Stage 2: Engage in Risk Analysis and Develop MitigatingStrategies.
Stage 3: Present the Innovative Solution for Approval.
Stage 4: Ensure an Eff ective Handoff to the Team that Focuseson Change Implementation.
Leveraging the Three Intelligences in the ImplementationPlanning Step.
The Leader’s Role in Step 4: Implementation Planning.
PART THREE: MAKING INNOVATION HAPPEN.
CHAPTER TEN: MAKING INNOVATION HAPPEN: AN OVERVIEW.
Four Essential Organizational Enablers to Make InnovationHappen.
CHAPTER ELEVEN: LEADING INNOVATION.
Leading Innovation Teams.
Leading Intact Work Units.
Leading Enterprises for Innovation.
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 ofInnovation.
How to Develop a Leadership Culture of Innovation.
CHAPTER THIRTEEN: ORGANIZATIONAL PRACTICES FORINNOVATION.
Executive-Level Organizational Practices.
Organizational Practices in Core Functional Areas.
Organizational Practices in Support Functional Areas.
Innovation-Specifi c Organizational Practices.
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.
ABOUT THE AUTHORS.