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|a Keathley, Jane,
|e author.
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|a The executive guide to innovation :
|b turning good ideas into great results /
|c Jane Keathley, Peter Merrill, Tracy Owens, Ian Meggarrey, and Kevin Posey.
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| 264 |
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|a Milwaukee, Wisconsin :
|b ASQ Quality Press,
|c 2013.
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|c ©2014
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| 300 |
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|a 1 online resource (xx, 160 pages)
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|a text
|b txt
|2 rdacontent
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
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|a Includes bibliographical references and index.
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|a Print version record.
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|a Title page; CIP data; Table of Contents; List of Figures; Foreword; Preface; Acknowledgments; Introduction: Why Innovation?; Chapter 1: The Innovation Imperative; 1.1 Building the Business Case for Innovation; 1.2 What Is Innovation?; Product Innovation; Process Innovation; Business Model Innovation; 1.3 Improvement versus Innovation; 1.4 Types of Organizations; Chapter 2: Leading Innovation; Chapter 3: An Innovative Vision and Culture; Chapter 4: Case Study: Apex Composites; 4.1 Take-Aways; Chapter 5: Innovation Strategy; 5.1 Holistic Approach to Strategic Innovation.
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|a 5.1.1 Multidisciplinary, Beyond the Board Room5.1.2 Innovation As a Manageable Process; 5.1.3 Both Breakthrough and Incremental, Intentional and Serendipitous; 5.1.4 Innovation Potential versus Appetite for Risk; 5.2 Determining the Firm's "Boundaries"; 5.2.1 Mission/Vision, Now versus Future; 5.2.2 Core Competencies; 5.2.3 Core Technologies; 5.2.4 Competitive Advantages (Existing), Strengths/Weaknesses; 5.2.5 Geographic and Geopolitical; 5.3 Market and Competitive Analysis; 5.3.1 Porter's Five Forces; 5.3.2 Competing on Innovation/Features versus Price.
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|a 5.3.3 Signs/Metrics for Strategy Decay in the Forces5.3.4 Constraints on the Firm; 5.3.5 Environmental Scan; 5.4 Positioning within the Market/Industry; 5.4.1 Product versus Process Innovation and Product Maturity; 5.4.2 Consumer and Customer Insight/VOC, Unspoken Needs; 5.4.3 Threats/Opportunities; 5.4.4 Industry Foresight/Emerging Trends and Opportunities; 5.5 Organizational Readiness; 5.5.1 Mission/Vision; 5.5.2 Culture; 5.5.3 Strategic Alignment; 5.5.4 Innovation Roles, Internal/External, Open/Closed Innovation; 5.5.5 Internal Processes and Disciplined Implementation.
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|a Chapter 6: Building the Innovative Organization6.1 What to Build?; 6.2 How to Build; 6.3 Communication; Downward Communication; Upward Communication; Outward Communication; Inward Communication; 6.4 Structure; 6.5 Infrastructure; 6.6 Style; 6.7 Measurement; 6.8 People; Senior Managers; Innovation Manager; Business Unit Managers; Quality Managers; Mid-Level Managers; Employees; 6.9 The Innovation Infrastructure; Chapter 7: Case Study: Assessing an Organization's Strategic Innovation Status; 7.1 The Tools; 7.1.1 The Innovation Quadrant; 7.1.2 The Hothouse (Creativity)Assessment Instrument.
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|a 7.1.3 The Innovation Diagnostic Assessment7.1.4 Framework for Sustainable Innovation; 7.2 Innovation Diagnostic Assessment Results; 7.2.1 History of Companies A and B; 7.2.2 Company A's Innovation Assessment Results; 7.2.3 Innovation Diagnostic Assessment; 7.3 Assessment Conclusions; 7.4 Determining Your Organization's Strategic Innovation Status; Chapter 8: Dream into Action: Execution of the Innovation Strategy; 8.1 Step One: Find the Opportunity; 8.2 Step Two: Connect the Idea to a Solution; 8.3 Tipping Point: Selecting the Solution to Develop.
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|a eBooks on EBSCOhost
|b EBSCO eBook Subscription Academic Collection - Worldwide
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| 650 |
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|a Creative ability in business.
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| 650 |
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|a Technological innovations
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|a Business enterprises
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|a Merrill, Peter,
|e author.
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|a Owens, Tracy L.,
|e author.
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|a Meggarrey, Ian,
|e author.
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|a Posey, Kevin,
|e author.
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|i Print version:
|a Keathley, Jane.
|t Executive guide to innovation
|z 9780873898607
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