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Innovation Leaders. How Senior Executives Stimulate, Steer and Sustain Innovation

  • ID: 600853
  • Book
  • April 2008
  • 456 Pages
  • John Wiley and Sons Ltd
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"In his breakthrough work, Innovation Leaders, Jean–Philippe Deschamps provides brilliant insights and useful frameworks about the role of leadership in the innovation process. While others talk about innovation systems, Deschamps goes to the heart of the problem: the need for strong, engaged leaders to guide the innovation process. This book should be required reading for anyone who wants to build an innovative organization."

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

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Preface: Mapping the Innovation Leadership Territory


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


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


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Jean–Philippe Deschamps
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