Title page -- CIP data -- Table of Contents -- List of Figures -- Foreword -- Preface -- Acknowledgments -- Introduction: Why Innovation? -- Chapter 1: The Innovation Imperative -- 1.1 Building the Business Case for Innovation -- 1.2 What Is Innovation? -- Product Innovation -- Process Innovation -- Business Model Innovation -- 1.3 Improvement versus Innovation -- 1.4 Types of Organizations -- Chapter 2: Leading Innovation -- Chapter 3: An Innovative Vision and Culture -- Chapter 4: Case Study: Apex Composites -- 4.1 Take-Aways -- Chapter 5: Innovation Strategy -- 5.1 Holistic Approach to Strategic Innovation -- 5.1.1 Multidisciplinary, Beyond the Board Room -- 5.1.2 Innovation As a Manageable Process -- 5.1.3 Both Breakthrough and Incremental, Intentional and Serendipitous -- 5.1.4 Innovation Potential versus Appetite for Risk -- 5.2 Determining the Firm's "Boundaries" -- 5.2.1 Mission/Vision, Now versus Future -- 5.2.2 Core Competencies -- 5.2.3 Core Technologies -- 5.2.4 Competitive Advantages (Existing), Strengths/Weaknesses -- 5.2.5 Geographic and Geopolitical -- 5.3 Market and Competitive Analysis -- 5.3.1 Porter's Five Forces -- 5.3.2 Competing on Innovation/Features versus Price -- 5.3.3 Signs/Metrics for Strategy Decay in the Forces -- 5.3.4 Constraints on the Firm -- 5.3.5 Environmental Scan -- 5.4 Positioning within the Market/Industry -- 5.4.1 Product versus Process Innovation and Product Maturity -- 5.4.2 Consumer and Customer Insight/VOC, Unspoken Needs -- 5.4.3 Threats/Opportunities -- 5.4.4 Industry Foresight/Emerging Trends and Opportunities -- 5.5 Organizational Readiness -- 5.5.1 Mission/Vision -- 5.5.2 Culture -- 5.5.3 Strategic Alignment -- 5.5.4 Innovation Roles, Internal/External, Open/Closed Innovation -- 5.5.5 Internal Processes and Disciplined Implementation -- Chapter 6: Building the Innovative Organization.

6.1 What to Build? -- 6.2 How to Build -- 6.3 Communication -- Downward Communication -- Upward Communication -- Outward Communication -- Inward Communication -- 6.4 Structure -- 6.5 Infrastructure -- 6.6 Style -- 6.7 Measurement -- 6.8 People -- Senior Managers -- Innovation Manager -- Business Unit Managers -- Quality Managers -- Mid-Level Managers -- Employees -- 6.9 The Innovation Infrastructure -- Chapter 7: Case Study: Assessing an Organization's Strategic Innovation Status -- 7.1 The Tools -- 7.1.1 The Innovation Quadrant -- 7.1.2 The Hothouse (Creativity)Assessment Instrument -- 7.1.3 The Innovation Diagnostic Assessment -- 7.1.4 Framework for Sustainable Innovation -- 7.2 Innovation Diagnostic Assessment Results -- 7.2.1 History of Companies A and B -- 7.2.2 Company A's Innovation Assessment Results -- 7.2.3 Innovation Diagnostic Assessment -- 7.3 Assessment Conclusions -- 7.4 Determining Your Organization's Strategic Innovation Status -- Chapter 8: Dream into Action: Execution of the Innovation Strategy -- 8.1 Step One: Find the Opportunity -- 8.2 Step Two: Connect the Idea to a Solution -- 8.3 Tipping Point: Selecting the Solution to Develop -- 8.4 Step Three: Make the Solution User-Friendly -- 8.5 Step Four: Get to Market! -- 8.6 The People Who Are Committed to the Innovation Process -- Chapter 9: Nessis Case Study -- Chapter 10: Sustainable Innovation -- 10.1 Circumstance Dependent -- 10.2 Maintain the Innovation Culture -- 10.3 Maintain Balance -- 10.4 Integrate with Strategy -- 10.5 Manage Failures -- 10.6 Develop an Innovation Center of Excellence -- 10.7 Summary -- Appendix: Innovation Tools -- Endnotes -- About the Authors -- Index.