Innovation Governance. How Top Management Organizes and Mobilizes for Innovation

  • ID: 2715470
  • Book
  • 394 Pages
  • John Wiley and Sons Ltd
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Innovation is a key driver of Nestlé s growth and profitability, and this is why both top management and the board take innovation governance very seriously. In their book, Deschamps and Nelson highlight many practical aspects of innovation governance considered as a system, including descriptions of frequently–used organizational models. Their book should be an eye–opener for top management teams and boards of directors who are looking for ways to improve their company s innovation performance.
Peter Brabeck–Letmathe, former CEO and Board Chairman, Nestlé

To sustain itself in the new reality characterized by greater uncertainty, rising complexity, and rapid changes, an organization needs to put innovation as a high priority. It also needs to institutionalize innovation to enhance its ability to tap internal and external creativity and to create a framework for seamless execution. In their book, Deschamps and Nelson highlight the importance of innovation governance and provide flexible models to suit different contexts.
Ravi Kant, Vice Chairman and former MD and CEO, Tata Motors Group (including JLR UK, Tata Daewoo Commercial Vehicles, Korea and other companies); Chairman, Indian Institute of Management, Rohtak

In this new book, Deschamps and Nelson deal with a critical topic that is too seldom discussed in companies. Combining years of research on the subject and first–class knowledge of best practices in the corporate world, they raise all the right questions on innovation governance and provide thought provoking answers. Illustrated with great examples from leading corporations, their book is a must–read for any executive or board member who considers innovation as vital to the long term success of their enterprise!
Dominique Turpin, Professor and President, IMD (Lausanne, Switzerland)

"In Innovation Governance, Deschamps and Nelson scale new heights in taking the question of innovation leadership to a higher plane by focusing on the core reason for failure: lack of a well–established system for governing innovation."
Bill George, Professor, Harvard Business School; former Chair and CEO, Medtronic

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FOREWORD ix

PREFACE: WHY SHOULD WE PAY ATTENTION TO INNOVATION GOVERNANCE? xvii

ACKNOWLEDGMENTS xxv

PART I: ADDRESSING THE INNOVATION GOVERNANCE CHALLENGE 1

1 WHAT IS INNOVATION GOVERNANCE? 3

2 GOVERNING INNOVATION IN PRACTICE: THE ROLE OF THE BOARD OF DIRECTORS 31

3 GOVERNING INNOVATION IN PRACTICE: THE ROLE OF THE TOP MANAGEMENT TEAM 49

PART II: CHOOSING BETWEEN ALTERNATIVE GOVERNANCE MODELS 85

4 WHY FOCUS ON INNOVATION GOVERNANCE MODELS? 87

5 INNOVATION GOVERNANCE MODELS 107

6 WHICH MODELS SEEM TO WORK AND WHY? 135

PART III: LEARNING FROM THE FIELD 151

7 LEADING FROM THE TOP 153

Example 1 IBM s Innovation Governance Model: A Succession of CEOs Oversees Continuous Transformation

8 LEADING FROM THE TOP 173

Example 2 Corning s Innovation Governance Model: Two Executive Councils Execute Hands–on Governance

9 APPOINTING INDIVIDUAL INNOVATION CHAMPIONS 193

Example 1 Nestlé s Innovation Governance Model: CTO in Partnership with Business Heads

10 APPOINTING INDIVIDUAL INNOVATION CHAMPIONS 223

Example 2 DSM s Innovation Governance Model: The Entrepreneurial CIO

11 SETTING UP A COLLECTIVE GOVERNANCE SYSTEM 247

Example Tetra Pak s Innovation Governance Model: High–level Cross–functional Steering Groups

PART IV: DESIGNING YOUR OWN GOVERNANCE SYSTEM AND MAKING IT WORK 269

12 GETTING STARTED 271

How Michelin has Rethought its Governance Model

13 RECOGNIZING THE IMPERATIVES FOR AN EFFECTIVE GOVERNANCE SYSTEM 299

14 ALIGNING INDIVIDUAL AND COLLECTIVE INNOVATION LEADERSHIP 321

APPENDIX: EXAMPLES OF TASKS AND INITIATIVES TO SUPPORT INNOVATION 345

INDEX 351

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Jean–Philippe Deschamps
Beebe Nelson
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