Innovation Never Stops

Peter Merrill

Description

The world of innovation is exciting. Welcome to the future, and be aware of the big lesson of this book, which is now its main title: innovation never stops.
Innovation is going through the “growing up” phases that quality went through 20 years ago, although, not surprisingly, it is growing up much faster. Quality left behind the myth that quality was the job of the quality department and became quality management. Innovation is leaving behind the myth that innovation is solely the job of R&D and is now discussed in terms of innovation management.
This second edition includes:
New material on the forces of change as the prime driver of innovation
Discussion of the relationship of innovation and quality
Explanation of the need for innovation management and a management system approach to innovation
Additional material on creativity and idea creation, or “ideation”
New material on management of risk as it is tied to the metrics of innovation

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Entrepreneuriat
• Economics
• Gestion et management
• Total Quality Management

Informations

• Publié par: ASQ Quality Press
• Date de parution: 01 juin 2015
• Nombre de lectures: 0
• EAN13: 9780873899956
• Langue: English

Extrait

Innovation Never Stops
Innovation Generation—the Culture, Process, and Strategy
Peter Merrill
ASQ Quality Press Milwaukee, Wisconsin


Also available from ASQ Quality Press:
The Executive Guide to Innovation: Turning Good Ideas into Great Results
Jane Keathley, Peter Merrill, Tracy Owens, Ian Meggarrey, and Kevin Posey
Continuous Permanent Improvement
Arun Hariharan
The Quality Toolbox, Second Edition
Nancy R. Tague
The Certified Manager of Quality/Organizational Excellence Handbook , Fourth Edition
Russell T. Westcott, editor
The Executive Guide to Understanding and Implementing the Baldrige Criteria
Denis Leonard and Mac McGuire
Root Cause Analysis: Simplified Tools and Techniques , Second Edition
Bjørn Andersen and Tom Fagerhaug
The Executive Guide to Understanding and Implementing Quality Cost Programs
Douglas C. Wood
The ASQ Quality Improvement Pocket Guide: Basic History, Concepts, Tools, and Relationships
Grace L. Duffy, editor
The Quality Improvement Handbook , Second Edition
ASQ Quality Management Division, John E. Bauer, Grace L. Duffy, and Russell T. Westcott, editors
Making Change Work: Practical Tools for Overcoming Human Resistance to Change
Brien Palmer
Office Kaizen: Transforming Office Operations into a Strategic Competitive Advantage
William Lareau
Root Cause Analysis: The Core of Problem Solving and Corrective Action
Duke Okes
To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our website at www.asq.org/quality-press .


American Society for Quality, Quality Press, Milwaukee 53203
© 2015 by ASQ
All rights reserved. Published 2015
21 20 19 18 17 16 15 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Merrill, Peter.
[Innovation generation]
Innovation never stops : innovation generation : the culture, process, and strategy /
Peter Merrill.—Second edition.
pages cm
Earlier edition published as: Innovation generation : creating an innovation process and an innovative culture.
Includes bibliographical references and index.
ISBN 978-0-87389-912-3 (hard cover : alk. paper)
1. New products. 2. Creative ability in business. 3. Technological innovations. I. Title.
HF5415.153.M47 2015
658.4'063—dc23 2015016050
ISBN 978-0-87389-912-3
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Publisher: Lynelle Korte
Acquisitions Editor: Matt T. Meinholz
Managing Editor: Paul Daniel O’Mara
Production Administrator: Randall Benson
ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Press books, video, audio, and software are available at quantity discounts with bulk purchases for business, educational, or instructional use. For information, please contact ASQ Quality Press at 800-248-1946, or write to ASQ Quality Press, P.O. Box 3005, Milwaukee, WI 53201-3005.
To place orders or to request ASQ membership information, call 800-248-1946. Visit our website at http://www.asq.org/quality-press .




Dedication
To my mother Phyllis Merrill, a remarkable lady, who taught me tenacity, the primary skill of the innovator.
To my daughters Rachel and Sarah, today’s “innovation generation,” who keep my ideas fresh.
To Angela, the other half of my life, whose creativity balances my focus.
To my late father William and grandfather Herbert, both of whom were writers, artists, and scientists.
Table of Contents
Title Page
Also available from ASQ Quality Press:
Copyright Page
Dedication
List of Figures and Tables
Preface
Introduction
A Brief History of Innovation
The Process
The Culture
Innovation Never Stops
Part I The Essentials
Chapter 1 The Why, What, and How
Creating the Future
Quality and Innovation
Strategy
The Mind of the Innovator
Convention and Innovation
The Process
Creativity and Innovation
Chapter 2 The Need for Knowledge
Leveraging Collective Knowledge
Individual and Organizational Learning
Information Flow
Network Theory
Knowledge Management
How We Grow Knowledge
Stage 1
Stage 2
Stage 3
Stage 4
Collective Knowledge
Taking a Bath
Chapter 3 The Roles and the Culture
Culture
Knowing Your Best Contribution
What Do the Scores Mean?
Creator
Connector
Selecting the Solution
Developers
Doers
Learn to Work with Others
Chapter 4 The Process and the System
The Opportunity
The Solution
The Tipping Point
Development
Delivery
The Quality Management System and Innovation
The Innovation Management System
Chapter 5 Innovation Strategy
Mega Trends
Your Own Market Opportunity
The Five Forces
Start with Your Own Customers
Deciding Where Not to Play
Part II The Process
Chapter 6 Seeing the Opportunity
Staying Loose
“The Scan”
Big Data
What Would Make Your Customer’s Life Easier?
The Pain Statement
Start with Your Core Customers
Chapter 7 Connecting to the Solution
Defining the Problem
Connecting
The Myth of Epiphany
Ideation
The Sock Exercise
TRIZ
Sacred Attributes
Walk before You Run
Everyone Else Brings Data
Test Your Ideas
Chapter 8 The Tipping Point
Selecting Solutions
Selection and Strategy
Short-Term Thinking
Beware of “Minor” Innovations
Internal and External Risk
Infrastructure
Risk Mitigation
Risk and Social Responsibility
Influence Chart
Switching from Loose to Tight
Chapter 9 Developing the Solution
Development and Queuing Theory
The Development Steps
The Change from Loose to Tight
Behavior Change
Resistance to Change
Chapter 10 Delivery
Value Proposition
The Statement of Value
Developing the Value proposition
New Product Introduction
A Mind Map of the Innovation Process
Look for Other Market Opportunities
Your Innovation Process Capability
Part III The Culture
Chapter 11 Culture and Behavior
Behaviors Are Based on Values
Exploration
Interaction
Observation and Note Taking
Collaboration
Experimentation
Ability to Embrace Failure
Recognition of Behavior
Changing Behavior
Maintaining and Strengthening Values
Recruitment
Chapter 12 Innovation Teamwork
Communities of Innovation
Innovation Projects
Leading a Project Team
Early Results
Collaboration
Project Change: Loose to Tight
Team Culture Shift
Hanging Tight
Delivery
Chapter 13 The Competent Innovator
Leadership Workshop
Management Workshop
Innovation Competencies
Exploration and Interaction
Questioning and Listening
Note Taking and Technology
Networking
Ideation and Creative Problem Solving
Being Prepared to Experiment and to Fail
Give Yourself Thinking Space
The Gift of Time
Storytelling
Other Skills to Consider
“Bus Stop” Answer
Chapter 14 Networking
Networks of Friends
Successful People Will Network
Famous Collaborators
Different Types of Networks
The “Mirror” Trap
Your Personal Knowledge Network
Chapter 15 Leading Innovation
The Role of the Innovation Leader
Develop the Culture
Leading Creativity
Leading the Process and the Project
Leading the Process
Set the Challenge, Not the Vision
Resource the People
Entrepreneurship
Make the Decisions
Taking Action
Use a Project to Initiate Change
Part IV The Implementation
Chapter 16 The Innovative Organization
A “Flexible” Organization
Growing the Organization
The “Spin-Off” Organization
New Knowledge, New Behavior
The Brand
KPIs in a Creative Organization
Structuring for Innovation
Using ISO 9001
Setting Strategy
Leadership, Risks, and Opportunities
Evaluating Risk
Where to Begin
Finding Solutions
Managing the System
Benefits, Not Features
Chapter 17 Measuring Innovation
Measuring Innovation Aptitude
Measuring the System
Measuring Processes
Measuring Product and Service
The Measurement Strategy
Chapter 18 Open Market Innovation
How Open Market Can Work
Stage 1: Creating the Opportunity
Stage 2: Finding the Solution
Stage 3: Making It User-Friendly
Stage 4: Execution
The Rewards
Making Alliances Work
Seek to Understand
Network Alliances
Real-Life Results
Chapter 19 Lighting the Fire
The Change Team
Changing to an Innovative Culture
Communicate Vision
Build Critical Mass
Enable Action
Raise the Bar
Integrate the Win and the Change
Recognize Success
Chapter 20 Creating the Future
So, What Do We Do?
Fulfillment for the Innovator
Where Do I Begin?
The Result
What Do I Do Now?
Endnotes
Chapter 1
Chapter 2
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12
Chapter 13
Chapter 14
Chapter 15
Chapter 16
Chapter 18


List of Figures and Tables
Figure 1.1 Primary process areas of business.
Figure 1.2 The innovation process—a paradox.
Figure 2.1 Traditional organizational structure.
Figure 2.2 Process map example.
Figure 2.3 Organizational networks.
Figure 2.4 Releasing knowledge.
Figure 2.5 The knowledge management cycle.
Figure 2.6 Transfer of tacit knowledge between people.
Figure 3.1 Creator, connector, developer, doer.
Figure 4.1 The stages of the innovation process.
Figure 4.2 The innovation cycle—the roles.
Figure 5.1 Competitive forces affecting survival of a business.
Figure 5.2 The hedgehog principle.
Figure 5.3 Launch, ramp up, exploit, reconfigure, disengage.
Figure 5.4 Author’s business and pe