Innovation Management 1st Edition by Jan Van Den Ende ISBN 9781352012446 1352012421

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Product details:

ISBN 10: 1352012421
ISBN 13: 9781352012446
Author: Jan Van Den Ende

Innovation Management 1st Edition Table of contents:

Part 1 Introduction

1 Innovation management and new business development

Learning objectives

1.0 Introduction

1.1 What are innovation management and new business development?

CASE 1.1 ING: TRANSFORMING A BANK

CASE 1.2 NEW BUSINESS DEVELOPMENT BY BMW AND SIXT: DRIVENOW

Definitions

The innovator

1.2 Paradoxes of innovation

1.3 What is business model innovation?

The Business Model Canvas

Types of business models

Why business models are not the same as strategy

1.4 Types and classifications of innovations

1.5 Innovation and society

The economy

Innovation for society

CASE 1.3 INNOVATION TO HELP SOLVE THE COVID-19 CRISIS

Public policy

Innovativeness of countries

1.6 Summary

1.7 Discussion questions and exercises

Discussion questions

Exercises

References

Part 2 Idea development

2 The front end of innovation

Learning objectives

2.0 Introduction

2.1 Creativity

Knowledge and problems

CASE 2.1 CREATIVITY IN RESPONSE TO AN URGENT NEED: SOUTHWEST

Human creativity

CASE 2.2 THE ROLE OF KNOWLEDGE IN CREATIVITY

Thinking styles

SUMMARIZING SO FAR

2.2 Sources of ideas

Trends as drivers

CASE 2.3 TRENDS AS DRIVER OF COMPUTING INNOVATIONS

Business and social networks

2.3 Tools for creativity

2.4 Scenario workshops

CASE 2.4 SCENARIO DEVELOPMENT FOR THE DREDGING INDUSTRY

2.5 Leading creativity workshops

Conditions for a successful creativity workshop

2.6 Managing the internal front end

CASE 2.5 GAMECHANGER

CASE 2.6 IDEA CATALYSTS AT IBM

2.7 Crowdsourcing ideas

CASE 2.7 CROWDSOURCING AT P&G

CASE 2.8 INNOCENTIVE

2.8 Summary

2.9 Discussion questions and exercises

Discussion questions

Exercises

References

3 Design thinking

Learning objectives

3.0 Introduction

3.1 Processes to involve customers

Should customers be involved?

CASE 3.1 THE SOCIAL CONSTRUCTION OF WHEEL CLAMPS

CASE 3.2 DESIGN THINKING: IDEO DEVELOPS A SHOPPING CART

CASE 3.3 THE SOLUTION SPACE OF GERONIMO.AI

Design thinking

Lean innovation

The solution space

3.2 The customer study phase

Traditional marketing techniques

CASE 3.4 OBSERVATION: DEVELOPMENT OF A TOOTHBRUSH BY IDEO

Methods for more radical innovation

Crowdsourcing from customers

Data analytics

3.3 Market learning in the testing phase

Lean innovation and discovery-driven planning

Co-creation with customers

CASE 3.5 PHILIPS HOME LAB

CASE 3.6 CO-CREATION FOR DUTCH BLEND

Testing during implementation and real market tests

CASE 3.7 MARKET LEARNING BY ING DIRECT

3.4 When to use which method

3.5 Design-driven innovation

3.6 Summary

3.7 Discussion questions and exercises

Discussion questions

Exercises

References

Part 3 Selection

4 Innovation strategy

Learning objectives

4.0 Introduction

4.1 Creating an innovation strategy

What is an innovation strategy?

4.2 Life cycles of products, services and knowledge

Life cycles

CASE 4.1 ALTERNATIVE NAMES FOR SMARTPHONES

CASE 4.2 DESIGN BATTLE IN ALTERNATIVE ENERGY CARS

CASE 4.3 WHY WE USE THE QWERTY KEYBOARD

CASE 4.4 DURATION OF SUCCESSIVE LIFE CYCLES OF BICYCLES

Knowledge life cycles and the dynamics of firms

CASE 4.5 EFFECTS OF DNA TECHNOLOGY KNOWLEDGE ON PRODUCT LIFE CYCLES

CASE 4.6 THE DYNAMICS OF PHILIPS OVER TIME

CASE 4.7 THE EFFECTS OF KNOWLEDGE DEVELOPMENT ON COMPANY DYNAMICS: GOOGLE

4.3 Disruptive innovation

CASE 4.8 RYANAIR: A DISRUPTIVE INNOVATION

CASE 4.9 DISRUPTIVE INNOVATION IN THE NEWSPAPER MARKET

CASE 4.10 DISRUPTIVE INNOVATION IN A SHIPBUILDING COMPANY

4.4 Timing of innovation

CASE 4.11 FIRST MOVER DISADVANTAGES: LAKER AIRWAYS

4.5 Ecosystem innovation

CASE 4.12 THE ECOSYSTEM OF THE MICHELIN RUN-FLAT TYRE

CASE 4.13 THE FAILURE OF BETTER PLACE

CASE 4.14 IBM LOSES CONTROL OF ITS PERSONAL COMPUTER

CASE 4.15 ECOSYSTEM ORCHESTRATION FOR A SUSTAINABLE INNOVATION

4.6 Strategy in a networked market

CASE 4.16 NETWORK EFFECTS IN MICROSOFT’S HISTORY

What is a networked market?

CASE 4.17 FRYING PRODUCTS: LOW NETWORK EFFECTS

Two-sided and other platforms

Who wins?

Standardization

4.7 Intellectual property

Patents

CASE 4.18 HOW DONALD DUCK BLOCKED A PATENT

CASE 4.19 PATENT BATTLES BETWEEN APPLE AND SAMSUNG

Copyrights

CASE 4.20 BLURRED LINES VERSUS GOT TO GIVE IT UP

Trademarks

Secrecy

Open-source strategies

4.8 Summary

4.9 Discussion questions and exercises

Discussion questions

Exercises

References

5 Portfolio management

Learning objectives

5.0 Introduction

5.1 Reactive versus proactive portfolio management

Proactive portfolio management in small or medium-sized firms (SMEs)

CASE 5.1 RADICAL INNOVATION FOR SMEs

Proactive portfolio management in large firms

CASE 5.2. DIMINISHING OPPORTUNITIES IN DRUG MARKETS

CASE 5.3 CHANGING CATEGORIES OVER TIME IN THE CAR INDUSTRY

CASE 5.4 PORTFOLIO MANAGEMENT AND THE FALL OF NOKIA

5.2 Platform and modular design

CASE 5.5 MODULARITY IN WEB-SHOP AND CAR-SHARING SERVICES

5.3 Managing the decision process

CASE 5.6 NESPRESSO: PATIENCE TO WAIT FOR SUCCESS

Resistance and status in project decisions

5.4 Tools for portfolio management

Financial method: NPV

Real options

CASE 5.7 REAL OPTIONS APPROACH FOR AN INTERNATIONALIZATION PROJECT

CASE 5.8 SETTING UP A CHAIN OF CHARGING STATIONS FOR ELECTRIC CARS

Software tools

5.5 Summary

5.6 Discussion questions and exercises

Discussion questions

Exercises

References

Part 4 Implementation

6 Managing projects

Learning objectives

6.0 Introduction

6.1 Uncertainty and process models

CASE 6.1 THE ‘TRAIN SCHEDULE’: REDUCING DELAYS IN PROJECTS AT MEDTRONIC

6.2 Process models

Sequential models

Parallel models

CASE 6.2 THE INNOVATION PROCESS MODEL OF MICROSOFT

Iterative processes

CASE 6.3 THE VALUE OF A MARKET TEST: KELLY SLATER’S PRO SURFER GAME

CASE 6.4 PROBLEMS OF INFORMATION EXCHANGE IN A LARGE INNOVATION PROJECT

Does agile work?

6.3 The business plan

6.4 Project management

CASE 6.5 AMBIGUITY IN THE CASE OF RIMONABANT

Alignment with the innovation process

6.5 Control of innovation projects

CASE 6.6 THE USE OF OUTCOME INDICATORS FOR A MARGARINE PROJECT AT UNILEVER

6.6 Summary

6.7 Discussion questions and exercises

Discussion questions

Exercises

References

7 Organizing for innovation

Learning objectives

7.0 Introduction

7.1 Team structures

Flexibility and external relations

CASE 7.1 THE INFLUENCE OF TEAM COMPOSITION IN AN AUTONOMOUS TEAM

Representations of the concept

CASE 7.2 JIBO: DESIGNING A SOCIAL ROBOT

7.2 Organizing innovation at the firm level

Option 1: Separate business unit

Ventures and spin offs

Option 2: Innovation unit

CASE 7.3 PROS AND CONS OF A SEPARATE UNIT IN A BANK

Option 3: Innovation manager

Option 4: Integrated in the business

CASE 7.4 INTEGRATION OF NEW BUSINESS DEVELOPMENT IN AN ENGINEERING COMPANY

Comparison of options

CASE 7.5 COMPETITION BETWEEN THE INNOVATION LAB AND EXISTING BUSINESS UNITS

Team structures and organizational structures

Organizing for innovation in the rest of the company

Social networks

7.3 Leadership

Team leadership

Getting support

Organizational identity

7.4 Knowledge for innovation and new business development

The need for knowledge

7.5 Culture of innovation

7.6 Summary

7.7 Discussion questions and exercises

Discussion questions

Exercises

References

8 Open innovation

Learning objectives

8.0 Introduction

8.1 Acquiring knowledge and innovation

CASE 8.1 ACQUISITION OF DOLLAR SHAVE CLUB BY UNILEVER

8.2 Collaboration between firms

Why collaborate? Capabilities

CASE 8.2 INTEGRALITY IN THE DESIGN OF THE LOGISTIC PROCESS OF A WEB-SHOP

Why collaborate? Low interdependence

CASE 8.3 THE MIRRORING HYPOTHESIS IN BMW

Other reasons to collaborate

8.3 How to collaborate

Coordination of tasks

CASE 8.4 PROBLEMS IN A COLLABORATION PROJECT DUE TO UNCERTAINTY

Contracts

Trust

8.4 Collaborating with start-ups and selling off innovation

Corporate incubators

CASE 8.5 CORPORATE INCUBATOR AT AN ENERGY COMPANY

Spinning off innovations

CASE 8.6 THE VALUE OF BUSINESSES OF DEPARTED EMPLOYEES FROM XEROX

Licensing out technology

8.5 Integration and disintegration in supply chains

CASE 8.7 INTEGRATION IN THE SUPPLY CHAIN OF NAVIGATION PRODUCTS

CASE 8.8 RESEARCH INTENSITY AND HORIZONTAL INTEGRATION IN THE PLANT BREEDING SECTOR

8.6 Innovation clusters

CASE 8.9 THE ORIGINS OF SILICON VALLEY

CASE 8.10 THE INNOVATION CAMPUS AT AACHEN (GERMANY)

8.7 Summary

8.8 Discussion questions and exercises

Discussion questions

Exercises

References

Part 5 Innovation in specific types of firms

9 Entrepreneurship

Learning objectives

9.0 Introduction

9.1 Start-ups and innovation

What types of innovations do start-ups create?

CASE 9.1 RED BULL: HOW A START-UP ATTACKS A MARKET OF LARGE ESTABLISHED COMPANIES

Survival rates

9.2 Who becomes an entrepreneur?

9.3 The entrepreneurial process

Team formation

CASE 9.2 SIREN CARE: HOW THE FOUNDING TEAM REFLECTS THE REQUIRED EXPERTISE

CASE 9.3 X2AI: HOW ENTREPRENEURS FIND EACH OTHER

Marketing and sales

Scaling up

Financing the start-up

Valuation

Bootstrapping

CASE 9.4 HEALTHTAP, WITH ANGEL INVESTOR ERIC SCHMIDT

9.4 Incubators

CASE 9.5 INCUBATORS OF THE SPACE ORGANIZATION ESA

9.5 Summary

9.6 Discussion questions and exercises

Discussion questions

Exercises

References

10 Innovation in project-based and multinational firms

Learning objectives

10.0 Introduction

10.1 Innovation in project-based firms

How do project-based firms innovate?

How to run innovation projects

CASE 10.1 COORDINATION OF INNOVATION IN AN ENGINEERING COMPANY

Innovation in health care

10.2 Innovation in multinationals

International innovation strategies

CASE 10.2 INTERNATIONALIZATION OF LIQUID MARGARINE

Frugal innovation

International organization

CASE 10.4 SERVITIZATION FOR LIFE RAFTS: WILHEMSEN

10.3 Servitization: adding services to products

CASE 10.3 XEROX AND THE SERVICE BUSINESS MODEL

10.4 Summary

10.5 Discussion questions and exercises

Discussion questions

Exercises

References

Part 6 Conclusion

11 The future of innovation management and new business development

Learning objectives

11.0 Introduction

11.1 Innovation in practice

11.2 The origins of the field

11.3 Towards a theory of innovation management and new business development

The process perspective

The people perspective

The strategy perspective

How to combine perspectives

11.4 Summary

11.5 Discussion questions

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Tags: Jan Van Den Ende, Innovation Management