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Innovative intelligence : the art and practice of leading sustainable innovation in your organization /
Innovation is a key source of competitive advantage, but it remains frustratingly elusive for many organizations. Too many organizations try to improve innovation by focusing on one element at a time, particularly in the area of new products and services. They train individuals, hire more creative p...
| Clasificación: | Libro Electrónico |
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| Autores principales: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Mississauga, Ont. :
John Wiley & Sons Canada,
©2011.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Innovative Intelligence; Table of Contents; ACKNOWLEDGMENTS; PREFACE; 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; Conclusion; CHAPTER TWO: LEADING THROUGH COMPLEXITY; Why Complex Issues Are So Challenging; Complicated vs. Complex Issues; Common Mistakes; Conclusion; CHAPTER THREE: ACCESSING INNOVATIVE INTELLIGENCE.
- Intelligence: Who Knows?Leaders Require Three Intelligences; Leaders Need to Think About Thinking; Conclusion; 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; Conclusion; PART TWO: INNOVATIVE THINKING; CHAPTER FIVE: INNOVATIVE THINKING: AN OVERVIEW; Characteristics of an Eff ective Innovative Thinking Model; Key Success Factors for Innovative Thinking; Conclusion; CHAPTER SIX: STEP 1: FRAMEWORK; Understanding Framework; The Context.
- The "How To . . .?" QuestionThe Boundaries; 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; Conclusion; CHAPTER SEVEN: STEP 2: ISSUE REDEFINITION; The Five Areas of Focus in Issue Redefi nition; Leveraging the Three Intelligences in the Issue Redefinition Step; The Leader's Roles in Step 2: Issue Redefinition; Conclusion; 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 DivergenceStage 4: Discover Meaningful Solutions through Convergence; Working Alone on Idea Generation; Leveraging the Three Intelligences in the Idea Generation Step; The Leader's Role in Step 3: Idea Generation; Conclusion; CHAPTER NINE: STEP 4: IMPLEMENTATION PLANNING; Stage 1: Confirm the Preferred Idea; Stage 2: Engage in Risk Analysis and Develop Mitigating Strategies; Stage 3: Present the Innovative Solution for Approval; Stage 4: Ensure an Effective Handoff to the Team that Focuses on Change Implementation.
- Leveraging the Three Intelligences in the Implementation Planning StepThe Leader's Role in Step 4: Implementation Planning; Conclusion; PART THREE: MAKING INNOVATION HAPPEN; CHAPTER TEN: MAKING INNOVATION HAPPEN: AN OVERVIEW; Four Essential Organizational Enablers to Make Innovation Happen; Sustaining Innovation; Conclusion; CHAPTER ELEVEN: LEADING INNOVATION; Leading Self; Leading Innovation Teams; Leading Intact Work Units; Leading Enterprises for Innovation; Conclusion; CHAPTER TWELVE: CULTURE OF INNOVATION; What Is Culture?; How a Culture Can Suppress Innovation.