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Leading for Innovation: And Organizing for Results

Book Description

In this second volume of The Drucker Foundation's Wisdom to Action Series, twenty-seven remarkable thought leaders help today's leaders meet the challenge of releasing the power of innovation. Leading for Innovation brings together Clayton M. Christensen, Jim Collins, Howard Gardner, Charles Handy, Rosabeth Moss Kanter, C. William Pollard, Margaret Wheatley, and other thought leaders to offer you practical guidance on leading your organization to a new dimension of performance. This unprecedented collection explores the unique qualities required to lead innovators, and shows you the way to develop a culture that promotes innovation.

The contributors encourage you to take the time to think about innovation and describe how you must abandon practices that no longer work for advancing the practice of innovation. Filled with specific examples of the hands-on work needed to make innovation a reality for leaders and their organizations, Leading for Innovation offers a wealth of thoughtful and incisive essays that will help leaders everywhere take their organizations and communities to a new level of excellence.

Table of Contents

  1. Copyright
  2. FOREWORD
  3. THE EDITORS
  4. INTRODUCTION
  5. LEADING THE PEOPLE WHO MAKE INNOVATION HAPPEN
    1. WE ARE ALL INNOVATORS
      1. Meaning Engages Our Creativity
      2. Depend on Diversity
      3. Involve Everybody Who Cares
      4. Diversity Is the Path to Unity
      5. People Will Always Surprise Us
      6. Rely on Human Goodness
    2. FLEAS AND ELEPHANTS
      1. The Alchemist Study
      2. Harnessing the Fleas
      3. Federalism—a Home for Fleas
    3. CREATIVE LEADERSHIP
      1. How Does a Leader Approach the Process of Creative Work?
      2. What Do Creative Persons Need to Be Fruitful in the Worlds of Organizations?
    4. CHANGING THE BEHAVIOR OF SUCCESSFUL PEOPLE
      1. Four Key Beliefs of Successful People: Their Implications for Behavioral Change
      2. Helping Successful People Change
    5. GOOD WORK IN BUSINESS
      1. Being a Good Professional
      2. The View from Business
      3. Lessons from Business
      4. Two Caveats and a Conclusion
  6. CREATING AN ENVIRONMENT THAT ENCOURAGES INNOVATION
    1. CREATING THE CULTURE FOR INNOVATION
      1. The Genesis of Innovation: Kaleidoscope Thinking
      2. Rules for Stifling Innovation
      3. A Culture for Innovation
    2. THE ORGANIZATION!: Is It a Friend or Foe of Innovation?
      1. Organizational Impediments to Innovation
      2. The Role of the Leader
      3. The Importance of Mission
      4. Knowing When to Go Forward and When to Pull the Plug
      5. Some Rules of Thumb to Follow
    3. TO BUILD A CULTURE OF INNOVATION, AVOID CONVENTIONAL MANAGEMENT WISDOM
      1. Deemphasize Individual Accountability
      2. Don't Set Quantitative Goals and Overemphasize Budgets
      3. Don't Punish Mistakes
      4. Discourage Internal Competition
      5. The Courage to Be Different
    4. INNOVATION IN GOVERNMENT
      1. A New Vision
      2. Making the Case to Poor Neighborhoods
      3. Introducing Competition to Agencies
      4. Some Clear Results
    5. HOW COMPANY CULTURE ENCOURAGES INNOVATION
      1. Traditional Business Values
      2. What Is Company Culture?
      3. Permanence, Direction, Identity
      4. Leading for Innovation
      5. Emphasize Creative Roles
      6. Better Than a Memo
  7. CHANGING HOW YOU THINK ABOUT LEADERSHIP AND INNOVATION
    1. THE ULTIMATE CREATION
      1. Following Can Be Better Than Leading
      2. Social Innovation Is the Truest Innovation
      3. Being Innovative in the Way You Lead Is What Matters
    2. MANAGING TO INNOVATE
      1. Enough "Leadership"
      2. Distinguishing Innovation
      3. Innovation Structure
      4. Repositioning Management
      5. Energizing Management
    3. INVITING INNOVATION
      1. Understand Human Nature
      2. Adopt a Strategy Geared to Action
      3. Promote Team Behaviors Conducive to Innovation
      4. Make Sure the Organization Has Both Structure and Adaptability
    4. THE VALUE OF "BEEN THERE, DONE THAT" IN INNOVATION
      1. Designing a Group for Creativity
      2. The Nature of Expertise
      3. Assembling Expertise for Creative Fusion
      4. Managing Creative Fusion
      5. Lessons from the Valley
    5. LEADING WITH VISION, STRATEGY, AND VALUES
      1. Start with a Clear Vision and Strategy
      2. Formulate a Common Set of Values
      3. Invest in People
      4. Use a Common Set of Metrics
    6. WHEN 1 + 1 = 3
      1. How Knowledge Advanced Historically
      2. The New Noodlers and New Ways of Advancing Knowledge
      3. How Knowledge Will Advance in the Future
  8. THE PRACTICE OF INNOVATION
    1. COPING WITH YOUR ORGANIZATION'S INNOVATION CAPABILITIES
      1. An Organizational Capabilities Framework
      2. The Capabilities to Address Sustaining or Disruptive Technologies
      3. Creating Capabilities to Cope with Change
      4. A Structural Framework for Managing Different Types of Innovation
      5. The Danger of Wishful Thinking
    2. AN INNOVATION PROTOCOL
      1. Premise 1: Innovation Matters
      2. Premise 2: Innovation Is Multifaceted
      3. Premise 3: Innovation Is a Culture, Not an Event
      4. Protocol 1: Idea Generation
      5. Protocol 2: Impact
      6. Protocol 3: Incubation
      7. Protocol 4: Investment
      8. Protocol 5: Integration
      9. Protocol 6: Improvement
      10. Summary
    3. BEWARE: INNOVATION KILLS!
      1. Innovation and the Maximization of Shareholder Value
      2. The Demise of the Old Economy
      3. A Historical Perspective
      4. The Rise of Capitalism
      5. Capital Is No Longer the Scarce Resource
      6. The New Economy
    4. CAPTURING INNOVATION POWER IN THE GENOMICS ERA
      1. The Changing Landscape of Our Industry
      2. The Challenge of Discovering New Drugs
      3. Our Approach to Innovation Management in Research
      4. New Health Care Solutions and Implications for Individuals
      5. Conclusions
    5. LEADING FOR INNOVATION AND RESULTS IN POLICE DEPARTMENTS
      1. Vision and Communication
      2. Choosing and Leading Your Team
      3. Streamlining the Structure
      4. Accountability Systems
    6. INVENTING E-SERVICES
      1. The Logical Evolution of the Net
      2. The Three Vectors
      3. At the Intersection: Printing E-Services
      4. Inventing for the Common Good
    7. REINVENTING INNOVATION: A Perspective from The Idea Factory
      1. A Lack of Existing Processes to Practice or Measure Innovation
      2. A New Model
      3. New Types of Strategy, New Ways of Thinking and Doing
  9. INDEX