Innovation Capability

Transcription

1 Innovation Capability Maturity Model Patrick Corsi Erwan Neau iste WILEY

2 Contents ACKNOWLEDGMENTS PREFACE LIST OF ACRONYMS xi xiii xvii PART 1. THINK UP A METHOD 1 CHAPTER 1. INNOVATION: AN UNFINISHED JOURNEY The journey as the end Application of maturity levels in the Innovation process The effects of the knowledge society What the current socioeconomic context indicates Who can benefit from this book and how? How to use this book? 12 CHAPTER 2. EVALUATING THE ABILITY TO INNOVATE The art of change is not one-size-fits-all Change is an awareness of a phenomenon's time derivatives Any system reflects the maturity of its subsystems A failed timing translates into zero progress When the emergency is in conflict with the ability to innovate Moving up the time axis leads to influencing time 17

3 vi Innovation Capability Maturity Model CHARTER 3. A METHOD TO PROGRESS Progress in the ability to innovate requires a method Provide a starting point for the method A new basis for competitiveness contributing to a greater whole The importance of selected vocabulary Two extremes revealing a relative immaturity Evolving the concept of Innovation Controlling the acceleration is now the issue An algebra of the dififerent levels of maturity (Innovation Capability Maturity Model) The progression mute starts anyway from the lowest point reached 33 PART 2. A DISCOURSE ON THE METHOD 37 CHAPTER 4. Two ESSENTIAL PRELIMINARY LEVELS 0 AND Level 0 or "we are not concerned" What is level 0? An example at level Examples of organizations at level The level 1 or "Do it Right First Time" Two examples where Innovation at level 1 puts companies under death sentence A Company that innovates only by reaction to competition or market trends (general study case) SWOT matrix at level 1 50 CHAPTER 5. LEVEL 2: NOT YET MATURE Level 2 or "redo and, if possible, do better" The SWOT matrix at level 2 58 CHAPTER 6. LEVEL 3: MATURITY IN TRAINING Level 3 or "collective efficacy" SWOT matrix at level 3 69 CHAPTER 7. MASTERING LEVEL Level 4 or "collective efficiency" SWOT matrix at level 4 81

4 Contents vii CHAPTER 8. SUSTAINABLE MASTERY AT LEVEL Level 5 or "dynamic, total and sustainable Innovation" SWOT matrix at level 5 91 PART 3. IMPLEMENTING THE METHOD 93 CHAPTER 9. How TO INNOVATE AT LEVEL 1? Introduction What is an Innovation action at level 1? What will these actions permit? The functional dimensions of innovation activities 97 CHAPTER 10. INNOVATING AND CAPITALIZING AT LEVEL 2: RE-VISITING THE PAST FOR ENTERING LEVEL Assembling the elements of an approach Prerequisites for level Set apart what is urgent firom what is important Who is going to lead the innovation approach? How can we reconcile the three business functions above? The innovability diagnostic phase Atrue story Questions and issues that resonate with level A level 3 checklist to create an innovation upon request 110 CHAPTER 11. To BUILD UPON LEVELS 1 AND Driving innovation is a Strategie activity Advice when nominating the Innovation Steering Committee More about breakthrough or disruptive innovation An example of repeated yet spiraling innovation 126 CHAPTER 12. FORGING AND STRENGTHENING SYSTEMS Tow ARD LEVEL Preparing a culture change in the Organization 129

5 viii Innovation Capability Maturity Model Starting the Innovation throughout the Company The first actions of the Steering Committee Launching a communication and a training policy Demystification - Awareness - Information - Education - Action Constitution of the Innovation team The management group of the Innovation portfolio An Innovation Information system The analysis group of customer needs Innovation communication Monitoring issues and management caution with level When knowledge management comes of age Is creating excess of knowledge an issue? The paradoxical passage way from level 3 to level CHAPTER 13. MANAGING THE DEPLOYMENT AT LEVEL Changing the method The moment where management is revisited out of necessity The case of the smartphones market Further notes on management When ideas become projects and projects become successes Firm is not apyramid "Headgear" the pyramid with the Strategie vision At the "heart" of the pyramid is an "anticoagulant" Preparing level CHAPTER 14. SUSTAINING LEVEL A frequent misconception on the nature of level The two logics prevailing at maturity level Level 5 is all about rhythm and osmosis The new art of managing at level First indicator: knowledge originality (KO) rapport 159

6 Contents ix Second indicator: hierarchical control (HC) rapport Third indicator: innovation funding (IF) reserve rapport Fourth indicator: market surprise (MS) rapport The discipline of smoothing breakthroughs On value as created and used Diversity often leads to misleading divisional attitudes Innovation winning systems ("martingales") - when the approach becomes an automated and complete process Why is level 5 "complex"? A summary of all levels: the case of Apple through the years 174 PART 4. POSSESSING THE M ETHOD 177 CHAPTER 15. USING THE FIVE LEVELS TOPROGRESS Implement a growth strategy first Benefits and general challenges associated with the five maturity levels The general benefits of the maturity level approach General challenges related to the multilevel approach The case of TMC Innovation scaled up through the five maturity level 185 CHAPTER 16. TOOL SHEETS FOR EACH LEVEL AND FOR INTER-LEVEL DYNAMICS Summary sheets to assess the maturity of the innovation Synthesis of Information from a given level Create dynamics with inter-levels 194 CHAPTER 17. GOING BEYOND THE FIVE LEVELS: A NEW OPERATIONAL C APACITY Opportunities brought by the five levels 197

7 x Innovation Capability Maturity Model The toxic impacts of Innovation - a discourse on complexity in firms Inno-toxic factors The most common innovation "diseases" In conclusion 203 APPENDICES 205 APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX APPENDIX BIBLIOGRAPHY 277 GLOSSARY 291 INDEX 299