Running head: LEADING INNOVATION

Leading Innovation: The Art & Science

Jay Klagge

July 2014
LEADING INNOVATION 2

Table of Contents

Relevance of the Topic . . . . . . . . 3

Current Knowledge & Why I Am Interested . . . . . . 3

Research Questions . . . . . . . . . 3

Innovation Defined . . . . . . . . . 4

Ideation Tools . . . . . . . . . . 5

Leading Innovation & Creativity . . . . . . . 7

Leadership Skills for Sustaining Innovation . . . . . . 10

Summary . . . . . . . . . . 11

References . . . . . . . . . . 12

Appendix A: Other Definitions of Innovation . . . . 15

Appendix B: Ideation Tools & Techniques . . . . . 18

Appendix C: Innovation Activities . . . . . . 22

Appendix D: Innovation Leadership Skills . . . . . 24

Appendix E: Other Resources . . . . . . 26

LEADING INNOVATION 3

Relevance of the Topic

The globalization of enterprise has extended the lifecycle of businesses as new markets

have been created for existing products and services. Efficiencies have been gained as cheaper

sources of labor and materials have been found and utilized through comparative advantages.

Changes in technology have also boosted efficiency and broadened effectiveness within many

industries. However, the sustainability of the efficiency of existing factors of production and

technologies and the longevity of the effectiveness of existing products and service alternatives

is in question (Christensen, 2011). How long companies can continue to sustain trade at its

current levels is in question which raises the need for leaders who can develop organizations

capable of consistently producing innovations (Bartlett & Beamish, 2011).

Current Knowledge & Why I Am Interested

I am aware that the program I am currently in is titled a “Master of Arts in Innovative

Leadership.” I am also aware that little of the content has addressed either innovative leadership

or the leadership of innovation. In several classes my colleagues and I have discussed the misfit

between the title of the degree program and its content. Therefore I know far too little at this

juncture regarding the very topic which attracted me to enroll in this program. However, in this

course and in this assignment I am given the opportunity to explore the phenomena associated

with the art and science of innovation and the art and science of leading innovation.

Research Questions

This paper addresses the development of leaders who can lead organizational innovations

as one way of meeting the need for sustainable organizations in domestic and global markets. It

is written from an ethnocentric view and intentionally avoids covering how the leadership of
LEADING INNOVATION 4

innovations may differ among countries and cultures other than the country and culture of the

researcher. The specific research questions addressed in this paper are:

1. What is a good definition of innovation?

2. What tools/techniques, constructs/concepts are available to increase ideation?

3. How can leaders facilitate employee innovations?

4. What unique leadership knowledge, skills and abilities are required in order to bring

about a sustained flow of creative market entries?

Given the required brevity for this paper the research questions will be answered in a succinct,

cookbook style. One primary reference will be given under each section. Additional references

will direct the reader to other substantial material on the topic.

Innovation Defined

The primary reference for defining innovation is Shaver (2014). In his online site he

presents 25 definitions of innovation. There are two major benefits of his lengthy list: (1)

everyone can find a definition with which they resonate, and (2) he provides the reference

citations for each definition. A complete listing of his definitions is included as Appendix A.

One of the most complete definitions on his list is the one espoused by Baregheh, Rowley &

Sambrook (2009). Their definition is “Innovation is the multi-stage process whereby

organizations transform ideas into new/improved products, service or processes, in order to

advance, compete and differentiate themselves successfully in their marketplace” (p. 1334).

Costello & Prohaska (2013) provide another view of innovation that is worthy of consideration.

People discussing innovation in business mingle three different concepts - innovation,

improvement, and invention. Innovation is derived from the Latin verb ‘innovare’ or ‘in
LEADING INNOVATION 5

Novus’ - “into new.” In its simplest form, innovation refers to doing something different.

Improvement, on the other hand, is doing something better, while invention is the act of

creating an idea or a method. (p. 64)

Regardless of the definition of innovation that is adopted it is important for everyone to

understand what the definition includes, what it excludes, what its nuances are, and how the

definition will inform the decision-making of the enterprise when innovating.

Ideation Tools

Without a doubt the primary reference for this section is the book by Silverstein, Samuel

& DeCarlo (2012). These authors have provided an exhaustive set of tools and techniques for

sustaining organic growth through innovation. The book is broken down into four sections: (1)

how to define business opportunities, (2) how to discover ideas about how to take advantage of

those opportunities, (3) how to design, develop, and refine the ideas, and (4) how to demonstrate

the value of the innovation. The authors do provide more fifty specific techniques for creating

predictable, sustainable, organic growth with an organization regardless of its size. This book

may well be the Bible for any person or organization than that is serious about innovating. The

title, “The Innovator’s Toolkit,” is not an overstatement but correctly identifies the purpose and

content of this volume.

There are three references that provide the big picture tasks associated with innovation.

They are Drucker (1985) who is never easy to read but always way ahead of his time. This book

of his is no exception. Dealing with sources of innovative opportunities he mentions the

following: (1) the unexpected, (2) incongruities, (3) process needs, (4) industry and market

structures, (5) demographics, (6) changes in perception, and (7) new knowledge.
LEADING INNOVATION 6

Brown (2009) who is the CEO of the famous design firm named IDEO. In this book he

has written from his design experience using the design process within a team-based

organization to elicit and produce innovations. One of the key concepts in the book is to find the

convergence of desirability, viability, and feasibility. In that convergence is where the author

suggests that human needs meet potential innovations. Figuring out how to innovate to meet

those human needs is presented in the book along with how to implement and market the final

product or service. This book provides a good “road map” for creating and implementing

innovations.

Berkum (2010) discusses 10 myths about innovation. Those myths are that: (1)

inventions arise from epiphanies, (2) we understand the history of innovation, (3) there is a

method for creating innovations, (4) people love new innovations, (5) inventors are normally

lone rangers, (6) good ideas are hard to find, (7) your boss knows more about innovation that you

do, (8) the best ideas win, (9) solutions solve problems, and (10) innovations are always good.

The author goes on to give advice as how one can do creative thinking, pitch and idea, and stay

motivated while researching.

On the very practical and personal side of innovating behavior is the book by Anthony

(2012) which is an easy-reading primer presenting a 28-day plan for how common leaders can

innovate. The book is prescriptive and action-based. It does not deal with research but with

recommended processes and procedures to effectively discover new opportunities, refining those

ideas, testing those ideas, and implementing those ideas that pass the test. It is a “must read” for

leaders who want to be innovative leaders regardless of their sector, industry, company, or

position.
LEADING INNOVATION 7

Leading Innovation & Creativity

The literature in response to this question focuses more on the scanning processes and

collaborative structures that leaders need to establish and maintain in order to lead those in the

organization toward innovation and creativity. Kanter (2006) is the primary reference for this

section. In her article she says that leaders need to establish an innovation strategy that is a

pyramid. At the base of the pyramid should be a host of small innovations, improvements, and

inventions. At the pinnacle of the pyramid should be a couple of large major innovations

targeted at new products and/or a new business model. The process she recommends is one that

has loose controls and flexible goals. Innovation dies where tight controls and target deadlines

are in play. The structure leaders should build needs to be fluid and focused on establishing

strong interpersonal connections across the existing organizational divisions and capabilities.

Bartlett & Beamish (2011) clarify the differences between centralized, localized, and

transnational approaches to innovation. Their keys to unlocking each level of innovation are

empowering the people, developing multiple linkages, understanding market needs, creating

structures for transferring and integrating innovations, and achieving interdependent coordination

of differentiated roles and responsibilities regarding the mandate to innovate.

Regarding the scanning process additional insights are provided by Govindarajan &

Trimble (2012). These authors support the notion that the greatest opportunities to innovate are

found in foreign lands and can be uncovered by a process they call reverse innovation. They

give the following five “gaps” that signal the opportunity to conduct reverse innovation: (1)

performance gap, (2) infrastructure gap, (3) sustainability gap, (4) regulatory gap, and (5)

preferences gap. The authors add input as to the need to change the corporate mindset and

management model in order to take full advantage of reverse innovation. The final chapters of
LEADING INNOVATION 8

the book provide excellent examples of companies that have profited by using the reverse

innovation approach.

Osterwalder & Pigneur (2010) add to the scanning process a focus on generating new

business models creating innovative ways of doing business. The authors suggest that there are

nine specific areas to scan in order to construct a new business model. Those nine areas are: (1)

customer segments, (2) value propositions, (3) channels of communication and distribution, (4)

customer relationships, (5) revenue streams, (6) key resources, (7) key activities, (8) key

partnerships, and (9) cost structures.

Christensen, Anthony & Roth (2004) present how to predict where products and

industries and how to stay on the leading edge of innovation. The authors set forth the following

innovation theories, disruptive, resources-processes-value, and value chain evolution. Examples

are provided for each theory. Uses of these theories to predict industry changes are nested in

understanding the signals of change, competitive battles that signal change, and strategic choices

that dictate change. Additional topics of non-market factors that bring about change and macro-

economic factors that influence change are also presented.

Birkinshaw, Bessant & Delbridge (2007) set forth many useful ideas about how to create

networks to facilitate innovation. The first step presented was to engage with those companies

that are ready, willing, and able to be engaged and that are located in the same geographic area.

The second step was to create networks with those willing companies who are in more distant

areas. The third step was to create networks with those companies that are not so willing to

engage but are unusual partners where exchanges could be beneficial to both companies. The

fourth and final step presented was to engage with those companies that are not so willing and

may be hard to find but could yield amazing results. The authors conclude by encouraging
LEADING INNOVATION 9

companies to create innovation networks and to move those participating in the networks into

partners in pursuit of new product and service ideas that can be brought to market.

Kuemmerle (1997) presented his findings from researching the experience of several

large multinational firms that pursued a global approach to R&D. In the article he set forth how

R&D can and should involve domestic and foreign exchanges of ideas and experiments. He

recommended establishing an R&D steering committee comprised of domestic and foreign

senior managers who have technical and organizational knowledge to lead the global R&D

initiatives. The author also gave guidance as to how to choose sites in regional clusters of

scientific excellence, how to choose the site leader, and determining the optimal size of the R&D

facility. Advice was added on how to start-up a new site and how to make sure every site

operates as part of an integrated R&D network within the company.

Huston & Sakkab (2006) added details about the specific experience of Procter &

Gamble as the company built a new model for innovation. The authors recounted the early

experience of P&G with R&D as a “silo and solo” function. P&G’s new model moved from

Research & Development (R&D) to Connect & Develop (C&D). The new innovation cycle

started with customer needs and desires and moved into the creation of promising ideas to serve

those needs and desires. P&G vetted the promising ideas through input and feedback from

R&D, marketing, manufacturing, and purchasing. When P&G came full-cycle the company

engaged in outside think tanks, open networks, and intellectual property exchanges. At that

point P&G’s focus moved to taking viable innovations quicker, better, and cheaper than other

competitors. The authors pointed out that P&G underwent a required change in the company

culture. P&G executives reinforced the belief that only two options were innovate or die.
LEADING INNOVATION 10

Leadership Skills for Sustaining Innovation

Friedrich, Mumford, Vessey, Beeler & Eubanks (2010) provided the primary reference

for this section. Their research yielded findings regarding the leadership skills required for

various types of projects. The innovation projects they studied were classified as product-related

or process-related and simple or complex. They identified a basic set of leadership skills

required to lead innovation. Among those skills were organizational expertise, creative problem-

solving, technical knowledge, technical skills, awareness of existing models of innovative

processes, creative thought processes, evaluation techniques, and vision.

Dyer, Gregersen, & Christensen (2011) focused on the five skills that appear to be

common among those who lead and sustain innovative processes. Those skills, no in any order,

are associating, questioning, observing, networking, and experimenting. If these five skills are

used simultaneously and circularly ideas for potential innovations are bound to emerge. After

dealing with the individual innovator the authors move on to the innovative organization. In the

organizational section they deal with having the right people, the correct processes, and an

inspiring philosophy in order to institutionalize the practice of innovating. Other lists of

leadership skills to sustain innovation provided by Keathley, Merrill, Owens, Meggarrey, &

Posey (2013), Deschamps (2005), and Kanter (2006) are presented.

Keathley, Merrill, Owens, Meggarrey, & Posey (2013) offered several specific leadership

skills for sustaining innovation. They stated that leaders need skills in enabling innovation,

understanding the innovation process, ensuring the flow of information, picking the right people,

respecting creative genius, giving creativity time to blossom, and being there when the going

gets tough.
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Deschamps (2005) stated that the leadership skills of process creativity coupled with

process discipline were important. The author also states that leaders of innovation need to

accept the risk of failure but demand learning from mistakes. They must have the courage to

start projects and the courage to pull the plug. Talent in building winning teams by attracting

innovators was also a skill mentioned. The author noted that leaders of innovation must remain

open to new ideas and willingly experiment. Possessing a personal passion for innovation and

ability to transmit that passion to others was considered by Deschamps (2005) to be a key trait of

leaders who can sustain innovation.

Kanter (2006) sums up the topic by noting that leaders of sustained innovation need to be

strong leaders. She also believes leaders of innovation must posses great relational and

communication skills, be able to inspire innovators, and be accomplished facilitators of

collaboration.

Summary

This paper addressed the definition of innovation, the tools for ideation, the process of

leading others to be innovative and creative, and the skills required of leaders who seek to

sustain organizational innovation. Developing leaders who can lead organizational innovations

is one way of meeting the need for sustainable organizations in domestic and global markets. It

should be remembered that the primary delimitation of this paper is that it was written from an

ethnocentric view and intentionally avoided how the leadership of innovations may differ among

countries and cultures other than the country and culture of the researcher.
LEADING INNOVATION 12

References

Anthony, S. D. (2012). The little black book of innovation: How it works, how to do it. Boston,

MA: Harvard Business Review Press.

Baregheh, A., Rowley, J. & Sambrook, S. (2009). Towards a multidisciplinary definition of

innovation. Management Decision, 47(8), 1323-1339.

Bartlett, C. A. & Beamish, P. W. (2011). Transnational management: Text, cases

and readings in cross-border management, 6th ed. New York: McGraw-Hill.

Berkum, S. (2010). The myths of innovation. Sebastopol, Canada: O’Reilly Media, Inc.

Birkinshaw, J., Bessant, J. & Delbridge, R. (2007). Finding, forming, and performing: Creating

networks for discontinuous innovation. In Bartlett, C. A. & Beamish, P. W. (2011).

Transnational management: Text, cases, and readings in cross border management, 6th

ed. (pp. 496-509), New York: McGraw-Hill.

Brown, T. (2009). Change by design. New York, NY: HarperCollins Publishers.

Christensen, C. M. (2011). The innovator’s dilemma. New York, NY: Harper Business.

Christensen, C. M., Anthony, S. D. & Roth, E. A. (2004). Seeing what’s next: Using the

theories of innovation to predict industry change. Boston, MA: Harvard Business School

Press.

Costello, T. & Prohaska, B. (2013). Innovation. ITPro. Retrieved from http://www.computer.

org/csdl/mags/it/2013/03/mit2013030064.pdf.

Deschamps, J-P. (2005). Different leadership skills for different innovation strategies. Strategy

& Leadership, 33(5), 31-38. Retrieved from http://media.proquest.com.ezproxy.apollo

library.com/.

Drucker, P. F. (1985). Innovation and entrepreneurship. New York, NY: Harper & Row

Publishers, Inc.
LEADING INNOVATION 13

Dyer, J., Gregersen, H. & Christensen, C. M. (2011). The innovator’s DNA: Mastering the five

skills of disruptive innovators. Boston, MA: Harvard Business Review Press.

Friedrich, T. L., Mumford, M. D., Vessey, B., Beeler, C. K. & Eubanks, D. L. (2010). Leading

For Innovation: Reevaluating Leader Influences on Innovation with Regard to Innovation

Type and Complexity. International Studies of Management & Organization, 40(2). 6-9.

Retrieved from http://web.a.ebscohost.com.ezproxy.apollolibrary.com/ehost/pdfviewer.

Govindarajan. V. & Trimble, C. (2012). Reverse innovation: Create far from home, win

everywhere. Boston, MA: Harvard Business Review Press.

Huston, L. & Sakkab, N. (2006). Connect and develop: Inside Procter & Gamble’s new model

for innovation. In Bartlett, C. A. & Beamish, P. W. (2011). Transnational

management:

Text, cases, and readings in cross border management, 6th ed. (pp. 487-495), New York:

McGraw-Hill.

Kanter, R. M. (2006). Innovation: The classic traps. HBRs 10 must reads: On innovation.

Hbr.org/books.

Keathley, J., Merrill, P., Owens, T., Meggarrey, I. & Posey, K. (2013). Leading innovation.

The Journal for Quality and Participation, 36(3), 23-28. Retrieved from http://search.

proquest.com.ezproxy.apollolibrary.com/docview/1460175303?pq-origsite=summon.

Kuemmerle, W. (1997). Building effective R&D capabilities abroad. In Bartlett, C. A. &

Beamish, P. W. (2011). Transnational management: Text, cases, and readings in cross

border management, 6th ed. (pp. 477-487), New York: McGraw-Hill.

Osterwalder, A. & Pigneur, Y. (2010). Business model generation: A handbook for visionaries,

game changers, and challengers. Hoboken, NJ: John Wiley & Sons, Inc.
LEADING INNOVATION 14

Shaver, E. (2014). The many definitions of innovation. Retrieved from http://www.

ericshaver.com/the-many-definitions-of-innovation/.

Silverstein, D., Samuel, P. & DeCarlo, N. (2012). The innovator’s toolkit: 50+ techniques for

predictable and sustainable organic growth, 2nd ed. Hoboken, NJ: John Wiley & Sons,

Inc.
LEADING INNOVATION 15

Appendix A
Other Definitions of Leadership

Courtesy of - Shaver, E. (2014). The many definitions of innovation. Retrieved from

http://www.ericshaver.com/the-many-definitions-of-innovation/.

 “Innovation represents the core renewal process in any organization. Unless it changes
what it offers the world (product/service innovation) and the ways in which it creates and
delivers those offerings (process innovation) it risks its survival and growth prospects.”
(Bessant, Lamming, Noke, & Phillips, 2005, p. 1366)
 “…the development and intentional introduction of new and useful ideas by individuals,
teams, and organizations…” (Bledow, et al., 2009, p. 305)
 “…innovation is the process that turns an idea into value for the customer and results in
sustainable profit for the enterprise.” (Carlson & Wilmot, 2006, p. 4)
 “…production or adoption, assimilation, and exploitation of a value-added novelty in
economic and social spheres; renewal and enlargement of products, services, and
markets; development of new methods of production; and establishment of new
management systems. It is both a process and an outcome.” (Crossan & Apaydin, 2010,
p. 1155)
 “Innovation is change that creates a new dimension of performance.” (Peter Drucker)
 “Innovation is creativity with a job to do.” (John Emmerling)
 “…a product, process or service new to the firm, not only new to the world or
marketplace.” (Hobday, 2005, p. 122)
 “Innovation is the creation of a new product, service, or process that provides value for
customers and/or other stakeholders.” (submitted by Renee Hopkins @Renee_Hopkins)
 “Innovation is an invention that has demonstrated its’ ability to create value.” (submitted
by Eugene Ivanov @eugeneivanov101)
 “Innovation is executing new ideas to create value.” (Tim Kastelle @timkastelle)
 “Innovation transforms the useful seeds of invention into solutions valued above every
existing alternative – and widely adopted.” (Braden Kelley @bradenk)
LEADING INNOVATION 16

 “…innovation is the conversion of a new idea into revenues and profits.” (Lafley &
Charan, 2008, p. 21)
 “Discontinuous improvement.” (submitted by John W. Lewis @JohnWLewis)
 “The act or process of introducing new ideas, devices, or methods” (Merriam-Webster)
 “Innovation is the process of making changes, large and small, radical and incremental, to
products, processes, and services that results in the introduction of something new for the
organization that adds value to customers and contributes to the knowledge store of the
organization.” (O’Sullivan & Dooley, 2009, p. 5)
 “Innovation = Creativity + Exploitation” (O’Sullivan & Dooley, 2009, p. 8)
 “…a change that breaks trade-offs.” (Raynor, 2011, p. 168)
 “Innovation = Invention + Exploitation” (Roberts, 1988, p. 13)
 “The commercialization of any new product, process, or idea, or the modification and
recombination of existing ones.” (Rothaermel, 2013, p. 172)
 “Newness that proves its worth.” (Shane Sasnow)
 “…the act of generating more value for the customer and the business by fulfilling a job
to be done better than anyone else.” (Silverstein, Samuel, & DeCarlo, 2009, p. xviii).
 “…innovation is a process of turning opportunity into new ideas and of putting these into
widely used practice.” (Tidd & Bessant, 2009, p. 16)
 “Innovation = theoretical conception + technical invention + commercial exploitation”
(Trott, 2012, p. 15)
 “Innovation is the management of all the activities involved in the process of idea
generation, technology development, manufacturing and marketing of a new (or
improved) product or manufacturing process or equipment.” (Trott, 2012, p. 15)

References
Bessant, J., Lamming, R., Noke, H. and Phillips, W. (2005). Managing innovation beyond the
steady state. Technovation, 25, 1366-1376.
Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009). A dialectic perspective on
innovation: Conflicting demands, multiple pathways, and ambidexterity. Industrial and
Organizational Psychology, 2, 305-337.
LEADING INNOVATION 17

Carlson C.C., & Wilmot, W.W. (2006). Innovation: The five disciplines for creating what
customers want. New York: Crown Business.
Crossan M., M., & Apaydin, M. (2010). A multi-dimensional framework of organizational
innovation: A systematic review of the literature. Journal of Management Studies, 47,
1154-1191.
Hobday, M. (2005). Firm-level innovation models: Perspectives on research in developed and
developing countries. Technology Analysis & Strategic Management, 17, 121-146.
Lafley, A.G., & Charan, R. (2008). The game-changer: How you can drive revenue and profit
growth with innovation. New York: Crown Business.
O’Sullivan, D., & Dooley, L. (2009). Applying innovation. Thousand Oakes, CA: SAGE
Publications.
Raynor, M.E. (2011). The innovator’s manifesto: Deliberate disruption for transformational
growth. New York: Crown Business.
Roberts, E.B. (1988, Jan-Feb). Managing invention and innovation. Research Technology
Management, 31, 11-29.
Rothaermel, F.T. (2013). Strategic management: Concepts & cases. New York, NY: McGraw
Hill/Irwin.
Silverstein, D., Samuel, P., & DeCarlo, N. (2009). The innovator’s toolkit: 50+ techniques for
predictable and sustainable organic growth. Hoboken, NJ: John Wiley & Sons.
Tidd, J. & Bessant, J. (2009). Managing innovation: Integrating technological, market and
organizational change. (4th Ed). Hoboken, NJ: John Wiley & Sons.
Trott, P. (2012). Innovation management and new product development (5th ed.). Harlow,
England: FT/Prentice Hall.
LEADING INNOVATION 18

Appendix B
Ideation Tools & Techniques

Taken From Silverstein, D., Samuel, P. & DeCarlo, N. (2012). The innovator’s toolkit: 50+
techniques for predictable and sustainable organic growth, 2nd ed. Hoboken, NJ: John
Wiley & Sons, Inc.

Techniques for Defining Opportunities

Technique Process

Jobs to be Done Highlight Human Need

Job Mapping How Is The Job Done Now

Outcome Expectations Deliver Their Desires

Value Quotient Gaps In The Market

Ethnography Unarticulated Needs

Scenario Planning Paint The Possible

Heuristic Redefinition Picture Your System

Nine Windows Use Nine Lenses

Job Scoping Alter Your Focus

Stakeholder Management Involve Influencers

Cognitive Style Leverage Diversity

Project Charter Keep Team Focused

Innovation Finances Improve Ratios

Techniques for Discovering Ideas

Technique Process

Resource Optimization Use All Available Resources

Functional Analysis Scrutinize For Innovations

Trend Prediction Learn Evolution's DNA

Creative Challenge Sacrifice The Sacred Cows

LEADING INNOVATION 19

HIT Matrix Compare Existing To Potential

SCAMPER Ask The Important Questions

Brainwriting 6-3-5 Equal Oppportunity Ideation

Imaginary Brainstorming Get Silly For Creativity

Concept Tree Leverage Current Ideas

Random Stimulus Use Unrelated WordPictures

Provocation & Movement Bust Roadblocks In Thinking

Forced Association Solutions From Other Industries

Structured Abstraction Use 40 Proven Principles

Separation Principles Split Problem 4 Ways

Substance Field Analysis Look At Interactions For Solutions

Biomimicry Seeks Cons Of Experience

KJ Method Organize Ideas By Affinities

Idea Sorting & Refinement Shape Ideas To Improve Yields

Six Thinking Modes Evaluate Ideas In 6 Ways

Techniques for Developing Designs

Technique Process

Functional Requirements Identify What Customers Want

Axiomatic Design Make Wants Into Best Products

Function Structure Identify Functions Of Solution

Morphological Matrix Combine Design Alternatives

TILMAG Pair Elements For New Designs

Work Cell Design Setup Workspace For Flow

Paired Comparison Analysis Rank Concepts In Pairs

Pugh Matrix Evaluate For Invincible Solution

Process Capability Predict Solution Performance

LEADING INNOVATION 20

Robust Design Make Design Insensitive

Design Scorecards Dashboard Design & Process

Failure & Effects Analysis Anticipate & Solve Potential Problems

Mistake Proofing Design To Prevent Errors

Discrete Event Simulation Use Computer Models To Test Ideas

Rapid Prototyping Make 3D Model To Test Viability

Techniques for Demonstrating the Innovation

Technique Process

Prototyping Make A Fully-Functional Model

Piloting Implement On A Limited Basis To Test

SIPOC Map Identify Key Inputs & Outputs

Process/Value Stream Maps Flesh Out Details Of Your Process

Measurement Systems Analysis Make Sure Your Measurements Are Valid

Design Of Experiments Identify Critical Few Variables

Conjoint Analysis Cull Out Customer Tradeoff Preferences

Process Behavior Charts Monitor Process To Keep It In Control

Cause & Effect Diagram Discover Root Causes Of Problems

Cause & Effect Matrix Identify Inputs/Outputs Needing Attention

Control Plan Commercialize Your Solution As Planned

Drucker (1985): Areas To Scan For Innovation Ideas

Technique Process

Scan For The Unexpected Unexpected Events, Etc. Can Give Ideas

Scan For Incongruities Things That Don't Fit Can Be Made To

Scan For Process Needs What Processes Are Missing

Look At Market Structures Are There Niches In Market Structure

Look At Industry Structures Are There Opportunities In Industries

LEADING INNOVATION 21

Look At Demographics What Groups Are Coming & Going

Scan For New Knowledge New Technologies/Ideas/Products/Services

Look For Changing Perceptions Are Perceptions/Values Changing

LEADING INNOVATION 22

Appendix C
Innovation Activities

Taken From Multiple Sources.

Kanter (2006): Structured For Collaboration

Dimension Meaning

Innovation Strategy Pyramid Many Small To A Few Big Innovations

Fluid Organization People Move In & Out

Focus On Personal Relationships Interpersonal Sharing & Learning

Spanning Of Divisions Everyone Can Play

Incorporating All Capabilities Every Discipline Welcome

Loose Controls Freedom To Create

Flexible Goals Freedom From Deadlines

Bartlett & Beamish (2011): Transnational

Dimension Meaning

Interdependent Coordination Build On Interpersonal Relationships

Differentiate Roles Specializations By Nation

Multiple Linkages Informal Approaches To Sharing Ideas

Empowering People Giving Authority To Subsidiaries

Creating Structures For Sharing Formal Means For Sharing Ideas

Integrating Innovations Exchanging Innovations Across Nations

Translating & Transferring Ideas Turning Ideas Into Global Products

Govindarajan & Trimble (2012): Scanning

Dimension Meaning

Performance Gaps Find Areas For Improvement

LEADING INNOVATION 23

Infrastructure Gaps Find & Fill Missing Infrastructures

Sustainability Gaps Look To Increase Sustainability

Regulatory Gaps Look To Fill Gaps In Regulations

Preference Gaps Find Where Preferences Are Not Met

Osterwalder & Pigneur (2010): Scanning

Dimension Meaning

Customer Segments Niche Market Opportunities

Value Propositions Values Not Being Served Or Underserved

Channels To Use Communication & Distribution Opptys.

Customer Relationships Build Stronger CSR Systems, Etc.

Revenue Streams Identify New Potential Revenues

Key Resources Identify New Resources & Sources

Key Activities Know & Nail The Key Activities

Key Partnerships Build Strong Collaborations

Cost Structures Figure Out The Competitions Costs

LEADING INNOVATION 24

Appendix D
Innovation Leadership Skills

Taken From Multiple Sources.

Friedrich, et al (2010): Leadership Skills

Skills Meaning

Organizational Expertise Knows How To Navigate The Firm

Creative Problem-Solving Understands Problem-Solving

Technical Knowledge Has Technical Knowledge Of Innovation

Technical Skills Has Technical Skills For Credibility

Innovation Process Knowledge Understands Innovation Processes

Creative Thought Processes Understands Creative Processes

Evaluation Techniques Knows Many Evaluation Techniques

Visionary Skills Can Create A Vision That Inspires

Dyer, et al (2011): Leadership Skills

Skills Meaning

Associating Can See Relationships Among Ideas

Questioning Asks Questions In A Non-Threatening Way

Observing Observer Of Surrounding Realities

Networking Relationship-Builder Across Boundaries

Experimenting Committed & Competent Experimenter

Keathley, et al (2013): Leadership Skills

Skills Meaning

Understands Innovation Process Can Lead Others In The Process

Enables Others To Innovate Assists The Creative Process

LEADING INNOVATION 25

Enables The Free Flow Of Info. Makes Sure Ideas Are Shared

Can Pick The Right People Knows Who To Hire & Assign

Respects Creative Genius Knows How To Handle Dissonance

Is Patient With Innovators Can Avoid Rushing Projects

Is Present When It Gets Tough Is There For His People & Shields Them

Deschamps (2005): Leadership Skills

Skills Meaning

Accepting Of Failures Understands That Misses Happen

Demands Learning From Failures Makes Misses Into Learning Events

Courage To Start Projects Open To Starting Off Down Any Trail

Courage To End Projects Knows WhenTo Pull The Plug

Good Team-Builder Creates A Collaborative Team

Openness To All Ideas Not Afriad To Take On New Ideas

Passion For Innovation Personally Cares About Innovating

LEADING INNOVATION 26

Appendix E
Other Resources

The Competitiveness and Innovative Capacity of the United States. (2012).

Prepared by the U.S. Department of Commerce in consultation with the National
Economic Council. Retrieved from http://www.commerce.gov/sites/default/files/
documents/2012/january/competes_010511_0.pdf.

This 160-page document includes analyses, guides, and recommendations on how the
U.S. and individual organizations within the U.S. can increase and improve the
competitiveness through increasing innovative capacity. The document does present a
clear role for the federal government in R&D but categorically concludes that the private
sector will be the engine of innovation. Suggestions are made regarding the revitalization
of the U.S. public infrastructure and private manufacturing facilities. The document sets
forth the importance of educating a competent workforce and providing jobs that will
help the U.S. regain its previous competitive edge in the global economy. This
document provides keen insights and prescriptions for increasing America’s competitive
and innovative capacities.

HBRs 10 Must Reads - On Innovation. Hbr.org/books.

This volume contains 10 articles written on topics relevant to innovation in organizations.
The chapter titles and authors are shown below:

 The Innovation Catalysts – Roger L. Martin

 Stop the Innovation Wars – Vijay Govindarajan & Chris Trimble
 How GE is Disrupting Itself – Jeffery R. Immelt, Vijay Govindarajan & Chris
Trimble
 The Customer-Centered Innovation Map – Lance A. Bettencourt & Anthony
W. Ulwick
 Is It Real? Can We Win? Is It Worth Doing? – George D. Day
 Six Myths of Product Development – Stefan Thomke & Donald Reinertsen
LEADING INNOVATION 27

 Innovation: The Classic Traps – Rosabeth Moss Kanter

 Discovery-Driven Planning – Rita Gunther McGrath & Ian C. MacMillan
 The Discipline of Innovation – Peter F. Drucker
 Innovation Killers – Clayton M. Christensen, Stephen P. Kaufman & Willy C.
Shih

The Use of Strategic Foresight Methods for Ideation and Portfolio Management

Farrington, T., Henson, K. & Crews, C. (2012). The use of strategic foresight methods for

ideation and portfolio management. Research technology management, 26-33.

Previous investigations of organizations adding breakthrough innovation capacity to

already strong incremental innovation engines have shown that it can be a challenge to

see past the time horizon for incremental innovation in order to set robust objectives for

longer-range research teams. This article covers a program that employed a customized

process that incorporated several strategic foresight methods commonly used by futurists

to influence the strategic research agenda at PepsiCo.

The Socio-Cognitive Dynamics of Entrepreneurial Ideation

Gemmell, R. M., Boland, R. J. & Kolb, D. A. (2012). The socio-cognitive dynamics of

entrepreneurial ideation. Entrepreneurship theory and practice, 1053-1073.

The authors interviewed 32 technology entrepreneurs to generate a grounded theory as to

how technology entrepreneurs use social behaviors, techniques, and cognitive processes

to generate, validate, and refine ideas for new products, processes, or services. The results

reveal a complex, cyclical, and recursive multilevel social process emphasizing active
LEADING INNOVATION 28

and social experimentation. Greatest ideational productivity occurs when “trusted

partners” exchange and refine ideas through a form of shared cognition. The findings will

be useful to researchers and practitioners interested in entrepreneurship, social creativity,

and management team dynamics.

A model of inventive ideation

Ross, V. E. (2006). A model of inventive ideation. Thinking skills and creativity, 1, 120-129.

This article provides an analysis of a diverse range of creative thinking techniques as well

as invention heuristics has suggested that, collectively, they use only 10 basic strategies,

or ‘mechanisms’, to generate inventive ideas. These mechanisms are applied either in

sequence or in parallel, demand different degrees of intuition, are used with different

frequency, and tend to be applied to certain types of problems. These features have been

represented in a model of inventive ideation. The model provides a structured method to

produce a diverse range of ideas, and also allows the problem solver or group to develop

ideation strategies best suited to their skills, needs and the type of problem. An example

is shown to illustrate its application.