You are previewing Strategic Innovation: Embedding Innovation as a Core Competency in Your Organization.
O'Reilly logo
Strategic Innovation: Embedding Innovation as a Core Competency in Your Organization

Book Description

Strategic Innovation offers a flexible, customizable template that managers, executives, and business leaders can use to introduce an effective innovation strategy throughout their organization. The authors, Nancy Tennant Snyder and Deborah L. Duarte, provide the tools needed to craft a workable strategy for embedding innovation as a core competency across an enterprise. Instead of innovation for innovation's sake, the authors offer a proven business-focused way to change a culture from point-in-time innovations from a few to a continuous pipeline of innovations from everywhere and everyone.

Based on the real-life example of Whirlpool a solid company with a significant track record and global reach—Strategic Innovation shows how the world's largest appliance company put innovation in place as a core competency. During this process, Whirlpool transformed itself from a quality producer of appliances to a customer-focused company that strategically embeds innovation throughout the organization. Filled with challenges and struggles, and ultimately successful results, the Whirlpool story can help any organization develop a successful innovation strategy. Written as a practical guide, the book contains in each chapter a variety of hands-on resources including checklists and worksheets. Strategic Innovation offers the tools, ideas, and approaches needed for transforming an organization to a company where anyone and everyone can contribute to the organization's prosperity—through innovation.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. Contents
  5. EXHIBITS AND WORKSHEETS
  6. Foreword
  7. PREFACE
    1. A LONG AND WINDING ROAD
    2. WHO “WE” ARE
    3. WHO SHOULD READ THIS BOOK
  8. Dedication
  9. Acknowledgments
  10. THE AUTHORS
  11. CHAPTER ONE: Introduction: Innovation as a Core Competency
    1. THE END OF AN ERA
    2. INNOVATION TO THE RESCUE
    3. REMOVING THE BARRIERS WITH INNOVATION
    4. DEFINING INNOVATION
    5. ORGANIZATIONAL CORE COMPETENCIES
    6. THE STRUGGLE TO EMBED CORE COMPETENCIES
    7. THE BEGINNING OF INNOVATION AT WHIRLPOOL
    8. SEEKING MODELS AND PARTNERS
    9. DETERMINING TO TAKE OUR OWN JOURNEY WITH A LONE GUIDE
    10. HARNESSING THE RESOURCES AND LEADERSHIP
    11. THE WHIRLPOOL ORGANIZATIONAL STRUCTURE FOR INNOVATION
    12. WHAT WE LEARNED
    13. SELF-ASSESSMENTS: GETTING STARTED IN INNOVATION
  12. CHAPTER TWO: Reinventing the Wheel
    1. FROM LEADERS' REACTIONS TO THE EMBEDMENT WHEEL
    2. ELEMENTS OF THE EMBEDMENT WHEEL
    3. THE OUTER LAYER: A GREAT VISION
    4. THE INFRASTRUCTURE ELEMENTS OF THE WHEEL
    5. CAPABILITY DEVELOPMENT: INNOVATION PROCESSES AND TOOLS
    6. WHAT WE LEARNED
    7. SELF-ASSESSMENT: DETERMINING YOUR EMBEDMENT READINESS QUOTIENT
  13. CHAPTER THREE: Vision and Goals
    1. ALIGNING VISIONS
    2. VISION AND CORE COMPETENCE
    3. VISION EXTENSION: THE VISION STATEMENT WAS NOT ENOUGH
    4. BEHIND AND AROUND THE EMBEDMENT VISION
    5. CREATING GOALS OUT OF THE EMBEDMENT VISION
    6. GOALS THAT BITE AND GOOD GOAL GENES
    7. THE EMBEDMENT GOAL TRILOGY
    8. WHAT WE LEARNED
    9. SELF-ASSESSMENT: GOALS
  14. CHAPTER FOUR: Leader Accountability and Development
    1. OVERCOMING THE LEADER-AS-VILLAIN MENTALITY
    2. EXPECTATIONS, ACCOUNTABILITIES, AND BEHAVIORS
    3. INNOVATION AT THE TOP LEADERSHIP LEVEL
    4. CHANGING THE CULTURE: INNOVATION BEHAVIORS FOR ALL LEADERS
    5. THE BIG SURPRISE ABOUT LEADERSHIP ACCOUNTABILITIES
    6. DEVELOPING INNOVATION SKILLS IN LEADERS
    7. WHAT WE LEARNED
    8. Self-Assessment: Leadership in Your Company
  15. CHAPTER FIVE: Culture and Values
    1. A SHORT HISTORY OF CULTURE AT WHIRLPOOL
    2. STARTING INNOVATION EMBEDMENT: WHIRLPOOL'S CULTURE AND VALUES
    3. CULTURAL ASSESSMENT FOR INNOVATION READINESS
    4. CULTURAL CHANGE AND THE EMBEDMENT WHEEL
    5. CULTURAL CHANGE AT WHIRLPOOL: DIGGING DEEPER INTO RISK TAKING
    6. TWEAKING WHIRLPOOL'S CULTURE FOR THE REST OF THE EMBEDMENT WHEEL
    7. OUR VALUES TODAY
    8. WHAT WE LEARNED
    9. SELF-ASSESSMENT: BRINGING INNOVATION TO YOUR ORGANIZATION
  16. CHAPTER SIX: Resource Creation: Open Markets for Funds, Ideas, and Talent
    1. TWO MIND-SETS: CREATION VERSUS ALLOCATION
    2. FUNDING INNOVATION BY SEED FUNDS
    3. No Jumping Through Hoops for Approval
    4. SHOW ME THE MONEY
    5. GOT TALENT?
    6. WHAT WE LEARNED
    7. SELF-ASSESSMENT: A RESOURCE CREATION WORKSHEET TO CREATE YOUR OWN PRIMER
  17. CHAPTER SEVEN: Knowledge Management and Learning Systems: Democratizing Innovation
    1. THE FIRST KNOWLEDGE MANAGEMENT EFFORT: I-PIPE
    2. THE SECOND KNOWLEDGE MANAGEMENT EFFORT: INNOVATION E-SPACE
    3. FURTHER STEPS: DEVELOPING KNOWLEDGE MANAGEMENT TO FEED INNOVATION
    4. DEVELOPING THE CUSTOMER KNOWLEDGE SITE
    5. WHAT WE LEARNED
    6. SELF-ASSESSMENT: GETTING READY FOR AN EFFECTIVE KNOWLEDGE MANAGEMENT SYSTEM
  18. CHAPTER EIGHT: Integrating Strategic Communications with Change Management
    1. THE PATH OF CHANGE MANAGEMENT AT WHIRLPOOL
    2. FINDING THE PATH TO STRATEGIC COMMUNICATIONS
    3. THE BIG REVELATION ABOUT CHANGE AND STRATEGIC COMMUNICATIONS
    4. BUILDING A NEW CHANGE MODEL
    5. FOCUSING AT THE INDIVIDUAL LEVEL: DEEP DIVE INTO CHANGE
    6. THE ROLE OF STRATEGIC COMMUNICATIONS IN THE THREE LEVELS OF OUTCOMES
    7. WHAT WE LEARNED
    8. SELF-ASSESSMENT: CHANGE MANAGEMENT AND STRATEGIC COMMUNICATIONs PLAN
  19. CHAPTER NINE: Rewards and Recognition: The Informal Embedment Category
    1. MONEY DOESN'T ALWAYS TALK: THE POWER OF INTRINSIC REWARDS
    2. INFORMAL REWARD AND RECOGNITION PROGRAMS AT THE INDIVIDUAL LEVEL
    3. TEAM REWARDS AND RECOGNITION
    4. ORGANIZATIONAL-LEVEL REWARDS AND RECOGNITION
    5. WHAT WE LEARNED
    6. SELF-ASSESSMENT: REWARDS AND RECOGNITION
  20. CHAPTER TEN: Measurement and Reporting Systems and Systems Alignment
    1. MEASURING EMBEDMENT ALL AROUND
    2. BUSINESS RESULTS MEASURES
    3. EMBEDMENT MEASURES
    4. A NOTE ON INDIVIDUAL MEASURES
    5. TO CHANGE OR CREATE MEASURES: THAT IS THE QUESTION
    6. SYSTEMS AND PROCESS ALIGNMENT
    7. SYSTEM AND PROCESS REDESIGN
    8. WHAT WE LEARNED
    9. SELF-ASSESSMENT: MEASURES, SYSTEMS, AND PROCESSES
  21. EPILOGUE
    1. HAVING A “WHEEL” REVELATION
    2. THE SECOND WAVE OF INNOVATION EMBEDMENT
    3. TWO OTHER NEW COMPETENCIES AT WHIRLPOOL
    4. WHO “WE” HAVE BECOME
  22. REFERENCES
  23. INDEX