Making Innovation Work: How to Manage it, Measure it, and Profit from it

Making Innovation Work presents a formal innovation process proven to work at HP, Microsoft and Toyota, to help ordinary managers drive top and bottom line growth from innovation. The authors have drawn on their unsurpassed innovation consulting experience — as well as the most thorough review of innovation research ever performed. They’ll show what works, what doesn’t, and how to use management tools to dramatically increase the payoff from innovation investments. Learn how to define the right strategy effective innovation; how to structure an organization to innovate best; how to implement management systems to assess ongoing innovation; how to incentivize teams to deliver, and much more. This book offers the first authoritative guide to using metrics at every step of the innovation process — from idea creation and selection through prototyping and commercialization.

The Innovative University: Changing the DNA of Higher Education from the Inside Out

The Innovative University illustrates how higher education can respond to the forces of disruptive innovation , and offers a nuanced and hopeful analysis of where the traditional university and its traditions have come from and how it needs to change for the future. Through an examination of Harvard and BYU-Idaho as well as other stories of innovation in higher education, Clayton Christensen and Henry Eyring decipher how universities can find innovative, less costly ways of performing their uniquely valuable functions.

Design Thinking for Strategic Innovation: What They Can’t Teach You at Business or Design School

A comprehensive playbook for applied design thinking in business and management, complete with concepts and toolkits As many companies have lost confidence in the traditional ways of running a business, design thinking has entered the mix. Design Thinking for Strategic Innovation presents a framework for design thinking that is relevant to business management, marketing, and design strategies and also provides a toolkit to apply concepts for immediate use in everyday work. It explains how design thinking can bring about creative solutions to solve complex business problems. Organized into five sections, this book provides an introduction to the values and applications of design thinking, explains design thinking approaches for eight key challenges that most businesses face, and offers an application framework for these business challenges through exercises, activities, and resources.

The Lean Startup

Most new businesses fail. But most of those failures are preventable. The Lean Startup is a new approach to business that’s being adopted around the world. It is changing the way companies are built and new products are launched. The Lean Startup is about learning what your customers really want. It’s about testing your vision continuously, adapting and adjusting before it’s too late. Now is the time to think Lean.

A Process Driven Approach to Modelling Leadership

This article proposes a new approach for defining and categorizing the activity of leadership with a strong orientation towards the definition and primacy of management and strategy layers of activity when seeking to attempt to understand and design new and emerging patterns within the enterprise. The specific model type within the emerging Next-Gen EA framework that talks to the concept of leadership is that of Organizational Capability that lies within the Business Function Layer. This new functional category also links to subordinate process models which define the specific activities from which the function is characterized. Together, the Function Type and the underlying process flows can be grouped to be termed a Reference Model of Organizational Behavior (RMOB). Together, this functional component and supporting process flows are fully conformant with the requirements for Process Reference Models, as prescribed by ISO ISO/IEC TR 24774:2010 and ISO/IEC 15504: 2004. This RMOB therefore has all the strength and flexibility of a robust software engineering tool, yet it is coupled with generic ability to describe a core function within the modern organization that has, to date, defied rigorous or quantifiable definition. This ability to describe, model, and capture „capability sets‟ supported by underlying process, information, and technologies within an organization fulfils one of the key determining factors within the Next-Gen EA framework, namely the ability to model the modern organization at all levels and add further sophistication to the model types provided by enterprise architecture in the quest to solve senior management business and strategy problems.