Bill George, Professor of Management Practice, Henry B. Arthur Fellow of Ethics, at Harvard Business School and author of
Authentic Leadership and True North
"This book is a landmark a must to read for all who are concerned with Innovation practitioners and academicians alike! Innovation is given a new, powerful meaning in this book a senior management leadership task! The responsibility for Innovation is therefore clear Deschamps has done a great job to take this complex issue into an impressive, minimalistic synthesis."
Peter Lorange, IMD President, The Nestlé Professor Strategy, DBA Harvard University
"Who says innovation can′t be managed? True, few large organizations do it well, but that′s often because they lack leaders with the skills Jean–Philippe Deschamps details in Innovation Leaders. If you want to become your company′s next innovation leader, your time will be well spent studying what Deschamps has to say about the six critical abilities you′ll need, and how to match them with the situation you find yourself in."
Robert M. Tomasko, author of Rethinking the Corporation, Go for Growth and Bigger Isn′t Always Better
"Jean–Philippe′s insights in the areas of technology development and strategic approach to R&D are obvious and clearly visible in his writings. His ability to mix actual hands on experiences with direct interactions with the top technical executives of innovative companies make this book an asset to remember!"
Mahmood Rad, Director Product Development Office, Harley Davidson
"This outstanding book provides deep understanding of a topic that has been little explored or understood up to this time. Jean–Philippe Deschamps′ unique world of experience has blended close hands–on participation in the real time commercial environment where innovation and product development succeed or fail with the academic opportunity to experience, reflect, think, and learn. Jean–Philippe shares with his readers the sharp insights into success and failure that distinguish the ′reflective practitioner.′"
Kemp Dwenger, Founder, Director, IAPD International Association for Product Development
Part I: Defining and Characterizing Innovation Leaders
1. A Special Form of Leadership for Innovation?
The Leadership Factor
Facing the Innovation Imperatives
Defining and Characterizing Innovation
Innovation Leaders: A Different Breed?
Mapping our Journey
2. What s Special about Innovation Leaders?
Innovation Leaders Share Six Attributes
Innovation Leaders Tend to Focus on a Stage of Innovation
Innovation Leaders Work on Process and Culture
3. Stimulating Bottom–Up Innovation
Encouraging Bottom–up Innovation: Classic Approaches
Building an Innovation Culture: Four Drivers
4. Steering Innovation Top Down
Seeing Innovation as a Competitive Necessity
Setting up a Process, Governance System and Organizational Mechanisms
Mobilizing People on Innovation–Enhancing Campaigns
Getting Involved in Innovation Searches and Projects
5. Appointing an Innovation Conductor
CTO or CIO?
The First Mission of CTOs: Technological Innovation
The Changing Role of CTOs: From Managing to Leading
The Emerging Role of Corporate Entrepreneur
Facing the Challenge as Part of the Top Executive Team
Part II: The Leadership Imperatives of Innovation Strategies
6. Recognizing the Leadership Imperatives of Your Innovation Strategy
Formulating an Innovation Strategy
Aligning Your Management Efforts with Your Strategy
Activating Specific Change Levers to Support Your Strategy
7. Leading the Development of New/Improved Products or Services Required: Team Sports Coaches to Foster Innovation Discipline
Innovation Leaders as Tough Team Sports Coaches
Straightening Out Medtronic s Innovation Process
Limits of the "Team Sports Coach" Leaders
8. Leading the Creation of a Totally New Product or Service Category Required: No–Nonsense Sponsors to Steer the New Venture
Innovation Leaders as No–nonsense Sponsors
New Business Creation at Tetra Pak: Reinventing the Food Can
Evolving Leadership Imperatives in New Business Creation
9. Leading the Creation of a Totally New Business System or Model Required: Pragmatic Architects to Put All System Elements in Place
Innovation Leaders as Visionary but Pragmatic Architects
TiVo: A Business System/Model Innovation
Lessons from the TiVo Story
10. Leading the Development of New/Improved Customer Solutions Required: Conductors to Deliver an Enhanced Customer Experience
Innovation Leaders as Orchestra Conductors
Senseo: An Innovative Customer Solution
Building and Leading an Innovation–Focused Partnership
Part III: Developing a Cadre of Innovation Leaders
11. Building an Innovation Leadership Environment: The Logitech Case
Logitech: Ordinary or Extraordinary Company?
Logitech s Innovation–stimulating Drivers
Logitech s Innovation–enhancing Culture and Values
Logitech s Pragmatic and Effective Innovation Process
Logitech s Future Challenges
12 Attracting, Developing and Keeping Innovation Leaders
Assessing Your Innovation Leadership Resources
Selecting and Hiring Innovation Leaders
Developing Innovation Leaders
Retaining Innovation Leaders
Innovation Leadership in a Nutshell
Appendix A Innovation in Leadership and Organizational Culture Models
Appendix B Guidelines for Using the IDEO Video for Idea Management Training
Appendix C Factors Affecting the Innovation Climate of a Company