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Innovation Capability Maturity Model.
Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change ... t...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Wiley,
2015.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Corsi, Patrick. | |
| 245 | 1 | 0 | |a Innovation Capability Maturity Model. |
| 260 | |a Hoboken : |b Wiley, |c 2015. | ||
| 300 | |a 1 online resource (324 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover; Title Page; Copyright; Contents; Acknowledgments; Preface; List of Acronyms; PART 1: Think Up a Method; 1: Innovation: An Unfinished Journey; 1.1. The journey as the end; 1.2. Application of maturity levels in the innovation process; 1.3. The effects of the knowledge society; 1.4. What the current socioeconomic context indicates; 1.5. Who can benefit from this book and how?; 1.6. How to use this book?; 2: Evaluating the Ability to Innovate; 2.1. The art of change is not one-size-fits-all; 2.1.1. Change is an awareness of a phenomenon's time derivatives. | |
| 505 | 8 | |a 2.1.2. Any system reflects the maturity of its subsystems2.2. A failed timing translates into zero progress; 2.2.1. When the emergency is in conflict with the ability to innovate; 2.2.2. Moving up the time axis leads to influencing time; 3: A Method to Progress; 3.1. Progress in the ability to innovate requires a method; 3.1.1. Provide a starting point for the method; 3.2. A new basis for competitiveness contributing to a greater whole; 3.2.1. The importance of selected vocabulary; 3.3. Two extremes revealing a relative immaturity; 3.4. Evolving the concept of innovation. | |
| 505 | 8 | |a 3.5. Controlling the acceleration is now the issue3.6. An algebra of the different levels of maturity (Innovation Capability Maturity Model); 3.6.1. The progression route starts anyway from the lowest point reached; PART 2: A Discourse on the Method; 4: Two Essential Preliminary Levels 0 and 1; 4.1. Level 0 or "we are not concerned"; 4.1.1. What is level 0?; 4.1.2. An example at level 0; 4.1.3. Examples of organizations at level 0; 4.2. The level 1 or "Do it Right First Time"; 4.3. Two examples where innovation at level 1 puts companies under death sentence. | |
| 505 | 8 | |a 4.4. A company that innovates only by reaction to competition ormarket trends (general study case)4.5. SWOT matrix at level 1; 5: Level 2: Not Yet Mature; 5.1. Level 2 or "redo and, if possible, do better"; 5.2. The SWOT matrix at level 2; 6: Level 3: Maturity in Training; 6.1. Level 3 or "collective efficacy"; 6.2. SWOT matrix at level 3; 7: Mastering Level 4; 7.1. Level 4 or "collective efficiency"; 7.2. SWOT matrix at level 4; 8: Sustainable Mastery at Level 5; 8.1. Level 5 or "dynamic, total and sustainable innovation"; 8.2. SWOT matrix at level 5; PART 3: Implementing the Method. | |
| 505 | 8 | |a 9: How to Innovate at Level 1?9.1. Introduction; 9.2. What is an innovation action at level 1?; 9.3. What will these actions permit?; 9.4. The functional dimensions of innovation activities; 10: Innovating and Capitalizing at Level 2: Re-visiting the Past for Entering Level 3; 10.1. Assembling the elements of an approach; 10.1.1. Prerequisites for level 3; 10.1.2. Set apart what is urgent from what is important; 10.2. Who is going to lead the innovation approach?; 10.3. How can we reconcile the three business functions above?; 10.4. The innovability diagnostic phase; 10.4.1. A true story. | |
| 520 | |a Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change ... the thinking level. No domain and no sector is immune to this transformation in todays' world Having clarified our ideas through this book, we remain ever more convinced that the leveled maturity approach will lead to real advances in innovation over the 2020 years. Hence the competitive capacities of. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Technological innovations. | |
| 650 | 6 | |a Innovations. | |
| 650 | 7 | |a Technological innovations |2 fast | |
| 700 | 1 | |a Neau, Erwan. | |
| 776 | 0 | 8 | |i Print version: |a Corsi, Patrick. |t Innovation Capability Maturity Model. |d Hoboken : Wiley, ©2015 |z 9781848218277 |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=2009865 |z Texto completo |
| 938 | |a ProQuest Ebook Central |b EBLB |n EBL2009865 | ||
| 938 | |a Recorded Books, LLC |b RECE |n rbeEB00613637 | ||
| 994 | |a 92 |b IZTAP | ||