+353-1-416-8900REST OF WORLD
+44-20-3973-8888REST OF WORLD
1-917-300-0470EAST COAST U.S
1-800-526-8630U.S. (TOLL FREE)


Getting Innovation Right. How Leaders Leverage Inflection Points to Drive Success. Edition No. 1

  • ID: 2329426
  • Book
  • March 2013
  • 272 Pages
  • John Wiley and Sons Ltd
Real-world strategies for uncovering potential and capitalizing on opportunity

Innovation is worth little unless it generates lasting success, and gaining measurable results from new ideas requires more than creative risk-taking. Successful innovation demands a tactical approach, and Getting Innovation Right reveals how your company can secure real traction and growth in the marketplace. With Seth Kahan's outcome-based approach, based on his experience leading innovation initiatives at a diverse range of organizations, you will identify the inflection points that generate market opportunities for your company and leverage the best techniques for securing a foothold in a lucrative new space.

  • Offers a framework of 7 key activities for results-driven innovation, from intelligence-gathering through execution
  • Goes beyond abstract advice to offer hands-on approaches that are relevant and applicable in any organization
  • The companion and follow-up to Seth Kahan's bestselling first book,Getting Change Right and FastCompany.com blog Leading Change

Grounded in market-based reality, Getting Innovation Right is an indispensable resource for leaders looking to drive results and move in fresh directions.

Note: Product cover images may vary from those shown

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

Note: Product cover images may vary from those shown
Seth Kahan
Note: Product cover images may vary from those shown