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| Foreword | |
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| Preface | |
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| An Executive's Guide to Fast Innovation | |
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| Using Fast Innovation to Drive Organic Growth | |
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| Innovation's Contribution to Organic Growth and Value Creation | |
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| The Challenges of Sustained Growth | |
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| The Fast Innovation Value Proposition | |
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| Conclusion | |
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| The Three Innovation Imperatives: Differentiated, Fast, Disruptive | |
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| Differentiation | |
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| Fast Time-to-Market | |
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| Disruption | |
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| The Power of Disruptive Innovation | |
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| The Most Important Disruptive Innovation of the 20th Century | |
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| Joining the Winning 10%: Being disruptive (even if based on sustaining innovations) | |
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| Conclusion | |
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| Spotlight on Customers and Differentiation | |
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| Understanding the Heart of the Customer | |
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| Develop strong links to both the core and fringes of your market | |
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| Use ethnography to understand customer needs better than anyone else | |
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| What's Really Different? | |
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| A Look Ahead | |
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| How to Become Fast | |
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| Attacking the biggest drivers of innovation lead time | |
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| The Law of Lead Time | |
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| The Astounding Impact of Variation | |
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| The Sources of Project Delays | |
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| Meeting Project Schedules Despite Task-Time Variation | |
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| Rapid Cycles of Learning Creates Differentiation | |
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| Ethnography | |
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| Rapid Prototyping | |
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| The Innovation Blitz | |
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| Flexible Performance Target Design | |
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| Conclusion | |
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| The Value of Thinking in Three Dimensions | |
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| New Product/Service Innovation | |
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| Market Definition Innovation | |
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| Process/Business Model Innovation | |
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| The Strong Advantage of Multidimensional Innovation | |
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| Conclusion | |
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| Open Innovation: Applying the Intellect of the Planet | |
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| A Quick Look at the Closed Innovation Model | |
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| Open Innovation Model | |
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| Eli Lilly's web-based InnoCentive | |
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| Procter & Gamble | |
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| Intel's problem that required thousands of innovators | |
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| The Future of "R" in Corporate R&D? | |
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| Conclusion | |
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| The Religion of Re-use | |
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| Why Re-use?: To become faster and more differentiated | |
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| Platforms and Operating Cost Efficiency: An organizing principle for re-use | |
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| Overcoming Resistance to Re-use: A case study | |
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| Using "External" Platforms to Capture Customers | |
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| Conclusion | |
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| Spotlight on Leading Innovation | |
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| Disruptive Innovations Where CEO Presence Was Necessary | |
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| Characteristics of an Innovation-Enabling Executive | |
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| Defining the Burning Platform | |
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| Recap of Fast Innovation | |
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| Building Corporate Innovation Capacity | |
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| Introduction to Part II | |
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| Foundations of an Innovation Factory | |
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| Leadership courage and engagement | |
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| Building Leadership Engagement | |
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| How to get there: The executive retreat | |
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| Business units capable of meeting the demands of Fast Innovation | |
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| Design/development groups (R&D) | |
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| Marketing/Strategy | |
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| Sales/Service | |
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| Operations | |
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| Finance | |
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| Superior execution capability to deliver innovations | |
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| Conclusion | |
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| Spotlight on Conquering the Cost of Complexity | |
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| The (Often Hidden) Impact of Complexity | |
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| Conquering Complexity Accelerates Innovation | |
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| Attacking Complexity | |
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| The Executive Engine of Fast Innovation: Using a Chief Innovation Officer to Drive Results | |
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| The Responsibilities of the Chief Innovation Officer | |
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| Defining Innovation Goals and Metrics | |
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| Funding Disruptive Innovation: Real Options Theory | |
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| Real Options Theory | |
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| Conclusion | |
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| Becoming Customer Driven | |
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| Using Customer Knowledge Throughout the Design Process | |
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| A Case Study in VOC | |
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| VOC Translation Tools (Design for Lean Six Sigma) | |
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| Increasing Trust in Your VOC | |
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| Conclusion | |
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| Spotlight on Creating an Idea-Rich Environment | |
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| Raise awareness of innovation opportunities | |
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| Create an Idea Forum | |
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| Fast and Flexible: The New Corporate Mantra for Design Work | |
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| Flexible Performance Targets: How to be creative without sacrificing lead time | |
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| Designing to Flexible Performance Targets | |
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| Conclusion | |
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| Institutionalizing Re-use | |
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| The Many Faces of Re-use | |
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| Re-use and Innovation by Analogy | |
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| Re-use and Best Practices | |
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| Re-use and Channels | |
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| Re-use and Intangible Products | |
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| Re-use Resistance (and How to Overcome It) | |
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| Developing re-usable designs is too expensive | |
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| "I'm a creator, not a re-user" | |
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| Other Ways to Facilitate Re-use | |
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| Conclusion | |
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| Part II Conclusion | |
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| Deploying Fast Innovation Projects | |
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| Introduction to Part III | |
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| Project Screening and Selection | |
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| Identifying Opportunities | |
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| Managing Sustaining vs. Disruptive Evaluation Processes | |
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| Screening Ideas at the Business Unit Level | |
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| Rough "go/no-go" filter | |
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| Composite scores on attractiveness and effort | |
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| Business case development and project selection | |
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| Hold Off on That Launch! | |
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| Increasing Innovation Capacity Without Adding Resources | |
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| Gathering the Necessary Data | |
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| Categorize your developers' activities | |
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| Gather time data | |
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| Optimizing Utilization: A case study | |
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| Multi-Tasking Harms Creativity | |
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| Attacking the Causes of Multi-tasking | |
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| Conclusion | |
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| Spotlight on The Innovation Blitz | |
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| Traditional vs. Blitz Model: Trench warfare vs. a lightning attack? | |
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| Using the Blitz approach | |
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| The FastGate Method: How to Control Innovation Lead Time | |
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| FastGate, Feedback and Critical Resources | |
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| The FastGate Method for Innovation Project Management | |
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| Making the Initial Adjustments | |
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| Ongoing Use of FastGate Reviews | |
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| Tracking Project Performance | |
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| Oregon Productivity Matrix | |
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| Conclusion | |
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| Creating Innovation Incubators: How to Catalyze Creativity on Your Teams | |
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| Becoming a Catalyst for Creativity | |
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| Immerse team members in customer knowledge and other background | |
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| Make the problem difficult and specific | |
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| Push the boundaries in brainstorming | |
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| Help (or even force) people to think in new ways | |
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| Look at the whole value stream; keep their minds open to all steps | |
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| Allow space for thinking/ruminating | |
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| Conclusion | |
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| Recap of Part III | |
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| The Impact of Task Variation and Utilization on Lead Time | |
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| Time Buffers and Feedback Systems | |
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| Innovation and Information Creation | |
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| Index | |