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Getting Innovation Right. How Leaders Leverage Inflection Points to Drive Success

  • ID: 2329426
  • Book
  • 272 Pages
  • John Wiley and Sons Ltd
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Praise for Getting Innovation Right

"Everybody knows you have to innovate to be a success, but it′s easier said than done. Getting Innovation Right is a master class in mastering the current business landscape. Reading this book will give you real–world examples of innovation at work, along with tested templates for action, so you can take your creativity and drive and use them to create exciting products and services your customers will clamor for."
Daniel H. Pink, author, Drive and A Whole New Mind

"In this dynamic and challenging global economy, those that succeed will be those who innovate. Seth Kahan′s new book outlines the step–by–step keys to successful innovation and a brighter future. Getting Innovation Right is a must–read roadmap to success."
Steve Neibergall, president, Safeway Eastern Division

"It is important to get some practical advice in a world filled with innovation theory. That′s exactly what Seth offers in Getting Innovation Right."
John H. Graham, IV, CAE, president & CEO, American Society ofAssociation Executives

"Getting Innovation Right is one of the most compelling business books to come around in a long time. The tools and techniques Seth Kahan has outlined are clear, direct, and easy to apply to any business situation. His well–reasoned approach will allow all leaders to engage in key activities that will drive success in the marketplace for their innovations."
Mary E. Power, CAE, CMP; executive director, HR Certification Institute

"Getting Innovation Right is, most of all, a pragmatic read. Imagine if you had a systematic approach to improving your thinking. This is it."
Alan Weiss, PhD, author, Million Dollar Consulting and The Innovation Formula

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List of Figures and Tables ix

Introduction xi

1 Pursue and Leverage Inflection Points 1

Expert Input: Cindy Hallberlin of Good360.org on Getting Ahead of an Inflection Point 31

2 Build Innovation Capacity 37

Expert Input: Jeanne Tisinger of the Central Intelligence Agency on Building Capacity 44

Expert Input: Paul Pluschkell of Spigit on Idea Management 59

3 Collect Intelligence 65

Expert Input: Ken Garrison of Strategic and Competitive Intelligence Professionals on Competitive Intelligence 86

4 Shift Perspective 93

Expert Input: Roger Martin of the University of Toronto s Joseph L. Rotman School of Management on Thinking Differently 104

5 Exploit Disruption 109

Expert Input: William D. Eggers of Deloitte s Public Leadership Institute on Disruption and Government 124

6 Generate Value 147

Expert Input: Mark Katz of Arent Fox LLP on Generating Value 158

7 Drive Innovation Uptake 183

Expert Input: Mark Hurst of Creative Good on Getting Close to Customers 201

Appendix A: Sample Business Intelligence Contract 219

Appendix B: High–Level Outline of a Typical Business Plan 223

Appendix C: Simplified Business Plan Financial Model 225

Notes 227

Acknowledgments 233

About the Author 235

Index 237

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Seth Kahan
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