Bridging the innovation gap blueprint for the innovative enterprise

Management for Professionals Daniel Huber Heiner Kaufmann Martin Steinmann Bridging the Innovation Gap Blueprint for the Innovative Enterprise www.ebook3000.com Management for Professionals More information about this series at http://www.springer.com/series/10101 www.ebook3000.com Daniel Huber • Heiner Kaufmann Martin Steinmann Bridging the Innovation Gap Blueprint for the Innovative Enterprise Daniel Huber Mühlethurnen, Switzerland Heiner Kaufmann Münsingen, Switzerland Martin Steinmann Bern, Switzerland Originally published in German with the title ‘Bridging the Innovation Gap – Bauplan eines innovativen Unternehmens’ by Springer Gabler in 2014 ISSN 2192-8096 ISSN 2192-810X (electronic) Management for Professionals ISBN 978-3-319-55497-6 ISBN 978-3-319-55498-3 (eBook) DOI 10.1007/978-3-319-55498-3 Library of Congress Control Number: 2017939563 All illustrations are published with the kind permission of # Heiner Kaufmann, Daniel Huber, and Martin Steinmann All Rights Reserved # Springer International Publishing AG 2017 This work is subject to copyright All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed The use of general descriptive names, registered names, trademarks, service marks, etc in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations Cover illustration: eStudio Calamar, Berlin/Figueres Printed on acid-free paper This Springer imprint is published by Springer Nature The registered company is Springer International Publishing AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland www.ebook3000.com Dedicated to our mentor, friend, and project benefactor, Christoph Gloor, who departed far too early from this world Foreword Although many books have been written about innovation, there aren’t many that offer any significant new insights into the subject This book is one of the few that does It is based on the many years the authors have spent examining the subject of innovation as it is approached in the literature and in real-world enterprise settings The “innovation gap” that the authors identify and very compellingly describe in the book is the reason why so many innovation projects are destined to fail The book shows that the management models and approaches to innovation that are still applied in so many enterprises today are incomplete and to some extent misguided However, not content to merely point out the existing shortcomings of other approaches, the authors go on to present what, by my lights, is the first practicable, holistic model of innovation—a blueprint, as it were, that any enterprise can apply to develop a greater capacity for systematic innovation My own practical experience, gathered in the context of supporting hundreds of clients engaged in innovation projects on behalf of our innovation factory (Creaholic SA), confirms the relevance of the conclusions the authors reach in the book—particularly their suggestion that the laws of innovation are fundamentally different from those that are reflected in most conventional management approaches to innovation Creaholic SA Biel, Switzerland Elmar Mock vii www.ebook3000.com Acknowledgements We would like to express our gratitude to the various organizations and individuals who made this book possible First and foremost, we would like to thank the Otto Wirz Foundation, the foundation’s President, G€otz Stein, and the foundation’s Board of Directors The Otto Wirz Foundation financed our book project and thereby established an important basis for the book Special thanks go to two members of the Board of Directors, Heinrich Mühlemann and Cuno Wüthrich They encouraged us to write the book and introduced the book project to the Board of Trustees A second organization that helped to make this book possible is the Management Center of the Department of Engineering and Information Technology at Bern University of Applied Sciences where the two coauthors Daniel Huber and Heiner Kaufmann are employed Much of what is in this book is based on results that were worked out at the Management Center Our special thanks in this context go to Christoph Gloor and Arno Schmidhauser Christoph Gloor, the deceased former Director of the Management Center, was a major supporter of our project and, without a doubt, our most important mentor when it came to the subject of innovation He was the one who encouraged us at a very early stage to undertake the project He personally convinced many of those who were involved of the project’s importance He was also especially generous with his time and energy, taking on a lot of additional work to give us an opportunity to concentrate on the project We also owe a debt of gratitude to Arno Schmidhauser As Christoph Gloor’s supervisor, he gave his support to the project and did his part to make sure we had the time we would need to make progress Thanks are also due to the employees of the administrative team at the Management Center who were often forced to without their boss and who nonetheless did an excellent job keeping the university department up and running We also wish to thank Firmament AG, Martin Steinmann’s company,1 for its valuable contribution to the quality of the book It is indeed a great sacrifice for a Firmament AG, Monbijoustrasse 27, CH-3011 Berne, Switzerland ix x Acknowledgements small enterprise to without such a crucial employee to the extent that it did We are extraordinarily grateful for this setting of priorities Our thanks also go to the employees of InoBooster,2 an enterprise operated jointly by Martin Steinmann and Daniel Huber The extensive discussions on innovation that we carried out in this context helped us to focus our inquiry and provided a means of continuously verifying our results with reference to real-world cases We also wish to thank Giuliano Guscelli at innoBE AG3 for his valuable contribution to the development of the “Innovative Enterprise” training program for enterprises.4 Many of the ideas we discussed in this connection appear in the third part of the book The Springer International Publishing AG naturally also played a crucial role in the English edition of this book Our special thanks in this regard go out to our Editor Dr Prashanth Mahagaonkar and his Senior Editorial Assistant Ruth Milewski who accompanied our project in an excellent and highly professional manner Working together with them was an extraordinarily constructive and pleasant experience We are indebted to Elmar Mock, the designer of the Swatch watch and founder of the company known as Creaholic SA,5 for many fruitful discussions on innovation in recent years and particularly for agreeing to write the foreword to the book Last but not least, our thanks go to our wives, companions, and families They took our decision to devote so many hours of our free time to writing the book with composure, kindness, and support http://www.inobooster.com https://be-advanced.ch https://www.ti.bfh.ch/de/weiterbildung/dienstleistungen/angebote_fuer_unternehmen/innovative_ enterprise.html http://www.creaholic.com www.ebook3000.com Contents The Origins Part I The Problem Innovation: An Abiding Enigma 11 The Missing Link: The Innovation Gap 21 “Good Management” in Enterprises Today May Be Blocking Innovation 43 Part II The Solution The Organizational Structure: The Innovative Enterprise 53 Exploration 93 Managing Innovators 121 Exploration and Strategy 131 Conclusions and Rules Drawn from Part II 141 Part III The Implementation 10 Rules for Systematic Innovation: The Bern Innovation Model 145 11 Final Remarks 155 12 The Research Method (Annex) 161 Supporting Organizations 169 Glossary 171 Index 179 xi 12.7 Conclusion OpportunityDriven 167 Formalized Innovation Laboratory Complete Innovation Process Time < 1996 1996 - 1998 1998 - 2005 2001 - 2005 Fig 12.2 Innovation management at Swisscom innovations suddenly Adding to the mystery was the fact that this happened precisely at a time when nothing had been changed on the actual innovation system Development phase (established innovation process): A multiple year period in which the Swisscom Corporation consistently demonstrated a capacity for systematic innovation began Many of Swisscom’s more recent products had their origins in this period All of those directly involved were now very busy and there was a prevailing sense of enthusiasm and hopeful expectation On the other hand, there was also little opportunity to step back and reflect on what had led to the important changes Those in the unit were simply happy to see that the innovation machinery worked as they hastened from project to project (see Fig 12.2) Development phase (breakup): Just as suddenly as the innovation system began to work, it failed Once again, everyone was surprised because there were apparently no changes in the innovation system that could have been used to explain the transition to failure The whole thing remained a mystery for those involved It wasn’t until much later, indeed years after he had left Swisscom that Daniel Huber, aided by the necessary distance to the events themselves, was able to make sense of what had transpired His assessment is contained in the present book 12.7 Conclusion Our initial attempts to answer our research question were met by fundamental difficulties Given that the usual statistical approach was out of reach, we availed ourselves of the method of anecdotal research, which involves forming a hypothesis on the basis of a single case of effective systematic innovation discovered by chance We were forced to discover that it wouldn’t be possible based on reasonable efforts to present a scientifically sound proof via experimentation The only thing that now remains is to arrive at a theory that explains the one case of a wellfunctioning system of innovation.5 Given our example of a well-functioning system, we should now be able to successfully implement a model of innovation that is In contrast to our previous approaches, this explanation is based on real-world (albeit anecdotal) experience 168 12 The Research Method (Annex) based on the theory to other enterprises The theory developed in the present book has indeed been successfully applied in other enterprises While we have come up short of scientific proof, this applicability suggests that we are on the right track Owing to the fundamental difficulties blocking a scientific proof, the only thing that can bolster our theory is its repeated successful application in the real world www.ebook3000.com Supporting Organizations Management Center of the Bern University of Applied Sciences The Management Center of the Bern University of Applied Sciences in Bern, Switzerland offers a wide range of advanced training programs in management for engineers and other individuals who have had no previous formal instruction in the area of business administration The Center offers instruction for around 300 students As one of seven state universities of applied sciences in Switzerland, Bern University of Applied Sciences encompasses around 6700 students in various fields of study and nearly 3000 employees Bern University of Applied Sciences has more than 35 years of experience in continuous education The Management Center of Bern University of Applied Sciences was the first, and for a long time, the largest, university-level institution to offer advanced training in management The Center has been a leader in the area of innovation for many years For instance, it introduced the first full course of studies in the field of innovation more than 15 years ago and also became the first institution of its kind in Switzerland to offer a master’s program in innovation Otto Wirz Foundation Headquartered in Bern, Switzerland, the Otto Wirz Foundation pursues the mission of promoting academic and professional training programs as well as students in the field of engineering at the Bern University of Applied Sciences The Otto Wirz Foundation provided financial support for the present book in the context of one of its promotional projects Firmament AG Founded and based in Bern, Switzerland, Firmament AG offers enterprise consulting services in the area of strategy and innovation With a special focus on the later, implementation phases of the innovation process, the company helps to develop, # Springer International Publishing AG 2017 D Huber et al., Bridging the Innovation Gap, Management for Professionals, DOI 10.1007/978-3-319-55498-3 169 170 Supporting Organizations design and implement user-focused solutions The company has extensive experience in complex and interdisciplinary business contexts In addition to customers in the information and communications technology (ICT) segment, Firmament AG also serves the industrial and administrative sector Firmament AG is a pioneer of the reverse-acquisition sales method The company first develops coherent and compelling market opportunities and then approaches suitable market players InoBooster Active and headquartered in Bern, Switzerland since 2012, this network is a specialist for early-phase innovation, especially business exploration Its customers include enterprises that are interested in becoming more innovative in general or that are in need of an energy boost for specific projects InoBooster coined the term business lab and established it as a service for enterprises The company offers support for transfer activities, including the acquisition and business operationalization of the latest university-based research findings InoBooster has successfully implemented many of the approaches outlined in the present book in real-world enterprises www.ebook3000.com Glossary German Account Manager English Account manager Action Research Action research Anekdotische Forschung Anecdotal research Bausteinkonglomerate Building block conglomerate Bausteinspeicher Building block warehouse Berner Innovationsmodell Best Practice Bern Innovation Model Best practice Business Case Business case Business Exploration Business exploration Explanation (i.e “used in this Book as” or “newly coined”) Person who is responsible for the management of sales and the relationships with particular clients or groups of clients An approach to research based on participation and action A method of action research that is based on a single case or a small number of cases Anecdotal research offers an alternative means of inquiry when statistical approaches are not feasible Subsystems comprised of multiple elements or ideas Such subsystems may themselves be used as components of more complex solutions Systematic storage of ideas and idea conglomerates for purposes of later use, either alone or in combination with other components The new innovation model proposed in the present book Commercial or professional procedures that are accepted as being the best or most effective, and that are therefore used as a benchmark A systematic account of the reasoning for initiating a new business In the present book, the term is used to refer to the first rough-andready business concept in the exploration phase Exploration activities that focus on the business aspects of an innovation proposal, i.e in contrast to the technical or functional aspects (continued) # Springer International Publishing AG 2017 D Huber et al., Bridging the Innovation Gap, Management for Professionals, DOI 10.1007/978-3-319-55498-3 171 172 Glossary German Business Lab English Business lab Business Plan Business plan Creaholic SA Creaholic SA Dienstleistung Service Differenziator Differentiator Disruptive Innovation Disruptive innovation Entscheidungsvorbereitung Decision support Exploration Exploration Explorationsarena Exploration arena Explanation (i.e “used in this Book as” or “newly coined”) A laboratory environment in which various business solutions can be tested in a protected mode without exposure to significant cost and public-image risks The aim is to acquire an understanding of the behavior of potential customers and competitors, i.e information that can then be used for the focused, riskoptimized implementation of a business case Formal statement of business goals, reasons they are attainable, and plans for reaching how them Innovation enterprise based in Biel, Switzerland (www.creaholic.com) In economics, a service is an immaterial exchange of value Service is often an economic activity such as labor where the buyer usually does not take exclusive ownership of the product Using resources, skill, ingenuity, and experience, service providers offer benefits to service consumers The benefits of a service, if priced, are reflected in the buyer’s willingness to pay for it Service providers participate in an economy without the restrictions of inventory or the need to concern themselves with raw materials (Wikipedia in German, as referenced on May 19, 2014) That aspect of a product that leads customers to purchase it instead of a competing product A disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market leaders and alliances The term was defined and phenomenon analyzed by Clayton M Christensen at Harvard University Preparation of the information and the documents that are necessary for a decision Phase in the innovation process during which initial findings concerning new technical and business solutions are examined in a creative and experimental manner and are combined with or integrated to form entirely new solutions Figurative arena or playing field for exploration activities The term alludes to the world of sports to signify that while there are clear rules, our ability to anticipate individual plays is limited (continued) www.ebook3000.com Glossary 173 German Firmament AG English Firmament AG Frühwarnsystem Early warning system Fỹhrungsdreieck Leadership triangle Fuzzy Frontend Fuzzy front end Geschaăftsmodell Business model Geschaăftsopportunitaăt Business opportunity Geschaăftspotential Business potential Good management Main differentiator Good Management Hauptdifferenziator Hauptprozess Main process Hygienefaktor Hygiene factor Innovation Innovation Innovation Gap Innovation gap Innovationsmodell Innovation model Explanation (i.e “used in this Book as” or “newly coined”) Consulting company based in Bern, Switzerland The first phase of the innovation process in which business-relevant new information and developments on markets, in the world of technology and otherwise in the enterprise’s environment is identified The phase also includes ideation An approach to the management of employees that is espoused in the present book The approach involves combining demands, affirmation and appreciation A term used to refer to the first two phases of the innovation process, i.e as represented by the traditional funnel model of innovation The term signifies what many regarded as the necessarily unstructured and uncertain nature of these two phases A business model describes the functioning and logic of a business, specifically the way how it is earning its profits (Wikipedia in German, as referenced on May 19, 2014) A specific business idea whose implementation has not yet been worked out in detail The potential for business development and growth offered by a set of circumstances A widely accepted set of rules for ensuring effective management That property of a product that persuades a majority of customers to purchase it instead of a comparable product That process that represents the activities of an enterprise that are vital to its success For instance, Michael Porter refers to the value chain as the main process Enterprises are advised to align their organizational structures to the main process Product properties whose absence will lead to difficulties, but whose presence will not establish differentiation and increased sales A product, method or process that is all of the following: novel, relevant and successful Gap in the innovation process that appears prior to the development phase and that dooms many innovation proposals System of elements, including processes and structures, that increases an enterprise’s capacity for innovation (continued) 174 Glossary German Innovationsstrategie English Innovation strategy Innovationssystem Innovation system Innovative Enterprise Innovatives Unternehmen InoBooster AG InoBooster AG Intrapreneur Intrapreneur Key Account Manager Key account manager Konzeptbaustein Concept element Concept building block Minimal Viable Product Minimal viable product Missing Link Missing link Mission Mission Myers–Briggs Type Indicator Myers–Briggs Type Indicator Not Invented Here-Effekt Not-inventedhere syndrome Explanation (i.e “used in this Book as” or “newly coined”) A strategy that describes what an enterprise needs to to improve its capacity for innovation Although it is traditionally regarded as a functional substrategy, Abell describes it as an equal part of a dual enterprise strategy The organizational and process structure that enables an enterprise to innovate An enterprise with an enhanced capacity for systematic innovation (e.g according to the Bern Model of Innovation) and that therefore has a sustainable competitive edge Innovation consulting company based in Bern, Switzerland The company specializes in the innovation approaches described in the present book, especially their exploration and business aspects (www.inobooster.com) A manager within a company who promotes innovative product development and marketing in an entrepreneurial way A representative in a sales department who is responsible for one or more major clients (key accounts) Element or building block of a solution concept In contrast to ideas, concept elements are not regarded as complete and finalized elements, but as independent and little attractive parts of a larger whole While ideas may also be thought of as concept elements, concept elements are usually too inchoate to qualify as ideas A product that possesses no more than the minimal properties that are necessary for sale (Eric Ries) The missing link in a development chain (originally used to refer to what was regarded as a lack fossil evidence in the theory of evolution) The purpose of an organization Those activities an enterprise plans to execute to come closer to achieving its vision (cf mission statement) Presumably the current most widespread system for categorizing personality types and accompanying test method A tendency of social, corporate, or institutional cultures to avoid using or buying already existing ideas, products, research, standards, or knowledge because of their external origins and costs (continued) www.ebook3000.com Glossary 175 German NT-Typ English NT personality Nutzwertanalyse Cost-benefit analysis Open Innovation Open innovation Operationelle Exzellenz Operational excellence Otto Wirz Stiftung Otto Wirz Foundation Pflichtenheft Functional specifications document Product Produkt Produktinnovation Product innovation Project Factory Project factory Prozessinnovation Process innovation Qualitativer strategischer Gap Qualitative strategic gap Quantitativer strategischer Gap Quantitative strategic gap Quick Wins Quick Wins SJ-Typ SJ personality Explanation (i.e “used in this Book as” or “newly coined”) Certain type of person who exhibits a tendency to operate on the basis of intuition and rational thought (Myers-Briggs type) A systematic approach to estimating the strengths and weaknesses of alternatives It is a technique that is used to determine options that provide the best approach in terms of benefits in labor, time and cost savings, etc Innovation model that draws elements of the enterprise’s environment into the innovation process The goal of perfecting the execution of business activities, improving the way business activities are performed Foundation dedicated to promoting educational and training programs at Bern University of Applied Sciences Precise description of how the development unit plans to fulfill client (management) requirements Anything that can be offered for sale on a market Innovation via the introduction of a new product, with the processes remaining largely unchanged Organization that is capable of systematically processing a large number of projects, i.e on an industrial scale, as it were Innovation via the introduction of new processes, with the products remaining largely unchanged Qualitative gap that separates an enterprise from its projected strategic position The new strategic position is to be reached via innovation Earnings gap that arises as a result of the aging process to which existing products are subject The products are to be renewed or replaced by innovation so as to generate earnings growth Improvements that can be realized directly via the right decisions No extensive project work or investments are necessary The term is common in enterprise consulting parlance Certain type of person who exhibits a tendency to operate on the basis of sensing and judging (Myers-Briggs type) (continued) 176 Glossary German Start-up Unternehmen English Startup Sustaining Innovation Sustaining innovation Swisscom AG Swisscom AG Swisscom Innovations Swisscom Innovations Technical exploration TIME industry Technische Exploration TIME-Industrie Today for Today Strategie Today-fortoday strategy Today for Tomorrow Strategie Today-fortomorrow strategy Transfer Transfer Transfermoderator Transfer moderator Trichtermodell Innovation funnel Funnel model Tütschelen Tütschelen Unternehmensstrategie Business strategy Venturing Venturing Explanation (i.e “used in this Book as” or “newly coined”) Newly founded enterprise that is still in search of a business model (Steve Blank) Innovation that does not change the rules of the game on the market and whose sale is based on unchanged purchasing criteria (Clayton Christensen) The dominant telecommunications provider in Switzerland Innovation unit of Swisscom AG Procedure for identifying optimal technical solutions for functional requirements Telecommunications, information, media and entertainment industry Strategy that says what has to be done today to secure today’s business (Abell) This strategy corresponds extensively to the classic enterprise strategy Strategy that says what has to be done today to secure tomorrow’s business (Abell) This strategy corresponds to the innovation strategy Important phase in the innovation process marking the transition from exploration activities to implementation activities Person responsible for the success of the transition to the innovation implementation phase Common representation of the innovation process that illustrates the narrowing down of many original ideas and the subsequent development of a few “best” ideas for purposes of innovation Swiss German term roughly equivalent to tinkering and signifying a playful experimentation with and assembly of ideas (objects) with the aim of arriving at a harmonious overall solution The term derives from the Bernese term “tütschele” which refers to the creative play with building blocks A strategy that reflects the (existing) business of an enterprise and includes proposals for its improvement An enterprise unit that is invested with the authority to found new enterprises (continued) www.ebook3000.com Glossary 177 German Veredelung English Refinement Vision Vision Werte Values Explanation (i.e “used in this Book as” or “newly coined”) A process to which ideas are subjected during the exploration phase of the innovation process The process leads from initial ideas, which are often revised extensively, to enhanced business opportunities The business potential may thereby grow by orders of magnitudes An image of a future state that an enterprise can strive to attain An enterprise’s vision can imbue it with a distinct identity The values that an enterprise needs to uphold in its internal operation to secure its credibility and enable success Index A Abell, D., 6, 133, 142 Abernathy, W., 15 Account managers, 30 Action research, 164, 165 Anecdotal research, 164, 167 Appreciation, 126, 127 Arena, 100–101 B Bern innovation model, 7, 145–155, 158, 159 Bern University of Applied Sciences, Blank, S., 15 Blueprint, 8, 156 Budget, 151 Building blocks, 4, 99, 101 Business building block, 101, 108 Business case, 71–73, 94, 95, 100, 106, 108, 110 Business context, 4, 100, 107, 109 Business exploration, 95 Business lab, 95, 96 Business model, 4, 16, 69, 100, 108, 111, 137, 139, 142 Business model innovation, 101, 137, 138 Business opportunity, 69, 70, 72, 83, 99, 107–110, 136, 141 Business option, 69 Business potential, 71 Business unit, autonomous, 138 C Characterize, 4, 102, 110 Chesbrough, H., 3, 11, 12, 15, 18, 28, 63, 137 Christensen, C., 15, 25, 28, 137 Clark, K., 15 Combine, 4, 103, 110 Combo building blocks, 102 Competence, social, 125, 126 Competitive pressure, 79 Complete, 4, 105, 110 Complexity, 78 Concept building block, 98, 99, 101, 110, 114 business, 108 commercial, 69, 95 consolidation, 100 technical-functional, 95 Conception, technical, 95 Conglomerate, 102, 103 Context, 65, 93, 101, 102, 157 business, 63, 65, 68, 69 economic, 63 Contour, strategic, 15 Creaholic AG, Customer development process, 15 Customer need, 94 D Decision support, 97–101, 107, 108, 110 Definition, 12–13 Demand, 126 Demonstrator, 108 Development, 16, 21–23, 37, 57, 59, 60, 68–70, 72–74, 83, 108, 114, 122, 141, 149 budget, 151 phase, 4, 15, 22, 24, 26, 37, 60, 61, 68, 71, 72 Differentiation, 78–81 Differentiator, 79–81 Dosi, G., 15 Dueck, G., 17, 35, 36 # Springer International Publishing AG 2017 D Huber et al., Bridging the Innovation Gap, Management for Professionals, DOI 10.1007/978-3-319-55498-3 www.ebook3000.com 179 180 E Early phase, Early warning system, 4, 5, 67, 69, 71, 74, 84, 99, 101, 112–115, 123, 136, 141, 142, 149, 153 Encourage, 114, 127 Enterprise culture, 5, 13, 38, 43, 44, 46, 53, 56, 71, 117, 121, 123, 138, 141–142 Enterprise model, 81, 82, 85, 141 Enterprise strategy, 147–148, 157 dual, 142 Enterprise structure, 149–150 Enterprise unit, autonomous, 54 Enterprise, innovative, 8, 82, 85, 87, 90, 117, 118, 150, 156, 158, 164 Evaluation, 14, 21, 22, 24, 28, 37, 59–61, 63, 65, 122, 141 Evaluation phase, 15, 62 Exchange, informal, 98, 117 Experiment, 162, 163 Exploration, 4, 5, 56, 66, 71, 73, 74, 84, 86, 88, 90, 94, 97, 99, 102, 108, 110, 111, 115–119, 122, 123, 135, 136, 141, 149, 153, 157, 158 budget, 151 phase, 69, 70, 72, 83, 98, 109, 110, 113, 115 procedure, 97 process, 3, 98–112, 118 project, 5, 99, 100, 108–110, 112 project portfolio, 109, 111 task, 32 team, 104, 108, 111 zone, 104 Exploration arena, 4, 97, 98, 100, 106–108, 110, 112, 114 characterize, 101–102 combine, 101–102 complete, 101, 103–104 optimize, 101, 103–104 warehouse, 105 Extraversion, 34 F Feeling, 34 Firmament AG, 2, Functional specifications document, 73 Future scenarios, 103 Fuzzy front end, 15, 28, 61, 73 G Gap qualitative strategic, 147, 148, 175 Index quantitative strategic, 147, 175 Good management, 45 H Henderson, R., 15 Hygiene factor, 79, 80, 124 Hypothesis, 162–164 I Idea conglomerate, 102–104, 106 Idea evaluation, 62, 63 Idea selection, Idea warehouse, 98 Ideation (idea generation), 4, 14, 21, 22, 29, 37, 59–61, 66, 68 Innovation, 4, 7, 11–18, 21–26, 28, 44, 53, 59–71, 80, 81, 87–89, 97, 100, 115, 118, 132, 135, 136, 138, 141, 142, 146–150, 156, 157, 159, 161–164 capacity, 37, 44, 80, 81 central, 84, 86, 114 culture, 135 definition of, 13 disruptive, 15, 25, 137–139 efforts (activities), 135 systematic, funnel, 37 goals, 135 iceberg, 12 implementation, 70 innovation factory, 3, 63 innovation gap, 5, 29–37, 46, 112, 121, 158 management, 1, 12, 15, 16, 26, 28, 81, 152 model, 3, 12, 145 organization, 135 phases, 123, 136 potential, 70 preparation, 70 project, 110, 137, 142 process, 4, 14, 15, 21, 23, 26–28, 30, 37, 59–71, 74, 81, 82, 85, 114, 119, 121, 135, 141, 148–149, 154, 157, 158 implementation, 74 preparation, 74 translation, 74 strategy, 134, 136, 142, 147–148, 155, 157 system, 146–154, 163, 166 systematic, 1, 18, 27, 28, 37, 54–59, 145, 163–166 theory, Innovation unit, central, 85, 86, 88, 112–115, 117, 119, 125, 128, 136, 142 Index 181 Innovation world view, 156 Innovator, 121 InoBooster, 2, 119 Intellectual property rights (IPR), 116 Intrapreneur, 137–138, 142 Intraversion, 34 Intuition, 34 IPR management, 6, 117, 142, 149, 151 IPR strategy, 117 O Open innovation, 15, 28 Operational excellence, 80 Opportunity, 93 Optimize, 4, 103–104, 110 Organization, 13, 81, 84, 87–89, 142, 149, 154, 155, 158 Osterwalder, A., 137 Otto Wirz Foundation, J Johnson, M., 137 Judging, 34 P Perceiving, 34 Personality types, 5, 33–37 Personality typology, 33–37 Pinchot, G., 138 Planning for today, 133 Planning for tomorrow, 133 Porter, M., 81 Portfolio, 111 Practicability, Primary trend, 76 Process, 154 innovation, 146 termination unwanted, 22 Product innovation, 146–154 Production, 21, 22, 37, 59, 74 Projects explorative, 128, 129 factory, 113, 115 operational, 128, 129 portfolio, 109–112 termination, 22 unwanted, 22–26, 37 Property, intellectual, 116 Prototype, 60, 108 K Keirsey, D., 35 Key account management, 55, 57, 71, 73, 112, 113 Kim, W.C., 15 L Leadership triangle, 6, 127 Lean startup, 16 M Magician, 80 Main differentiator, 79 Main process, 81, 82, 85, 141 Management, 6, 121, 123, 125–129, 155 principles, 154, 156 rules, 153–154 Market introduction, 14, 17, 21, 23–25, 37, 59, 61, 68–70, 74, 83, 109, 113, 122, 149, 157 Market introduction phase, 61 Mauborgne, R., 15 Mergers and acquisitions, 117 Method, scientific, 167 Minimum viable product (MVP), 16, 108 Mission, 148 Model organization, 6, 118, 135, 141 Moore, G., 15, 25, 28, 37, 68 Motivation, 126 intrinsic, 127 Myers-Briggs type indicator (MBTI), 34 N Not-invented-here syndrome, 29, 73 NT personality, 35, 36, 44–48, 54, 55, 74, 113, 114, 117, 122–124, 128, 157 Q Quick Wins, 102 R Refinement process, 97–101, 104, 106, 108, 136, 157 analysis, 108 convergent phase, 108 divergent phase, 108 synthesis, 108 Research method, 161 Research question, 18, 158, 159, 162, 163, 165, 167 Resources, 150–153 financial, 150, 156 www.ebook3000.com 182 Resources (cont.) human, 152, 153, 156 Ries, E., 16 Risk, 155 S Sales method, 30, 63, 71, 152 Scenarios, 103 Schein, E., 43 Search fields, 110 Secondary trend, 76, 77 Selection, 14, 21, 22, 24, 29, 37, 59–63, 65, 122, 141 Self-confidence, 126 Sensing, 34 Setting, informal, 98 Shaping the future, 146 SJ personality, 35, 36, 38, 44, 46, 48, 54, 55, 74, 122, 123 Slack time, 53 Social competence, 126 Startup, 15, 64 Strategy, 84, 131–133, 136, 142, 147–149, 154, 158–159 dual, 133, 154, 157 Structure, 121 Sustaining innovation, 84, 137, 138, 142 T Task, operational, 31–33 Index Technology trajectory, 15 Test, Theory, 162, 163, 167 Thinking, 34 Today-for-today strategy, 133, 134, 142, 147, 157 Today-for-tomorrow strategy, 6, 133, 134, 142, 147, 157 Transfer, 71–75, 90, 118, 141, 149, 153 moderators, 118 phase, 74, 75, 141 procedure, 115 process, 114 Trend, 76–78 Tütschelen, 176 U Unit, autonomous, 55, 137, 138 V Values, 148 chain, 81, 82, 141 commercial, Venturing, 6, 117, 142, 149, 151 specialists, 117 Vision, 148 W Warehouse, 102, 104 ... Principles of Innovation Blueprint for the Innovative Enterprise Current Enterprise Innovative Enterprise Bridging the Innovation Gap Fig 1.6 Blueprint of the innovative enterprise The existing enterprise. .. system The new insights therefore had passed the test The continuing success of the innovation management course then provided a rationale for documenting and publishing the results With the generous... based on the many years the authors have spent examining the subject of innovation as it is approached in the literature and in real-world enterprise settings The innovation gap that the authors