Fast Innovation Achieving Superior Differentiation, Speed to Market, and Increased Profitability

ISBN-10: 0071457895

ISBN-13: 9780071457897

Edition: 2005

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Foreword by Clayton M. Christensen A Fortune 500 consultant's proven strategies for speeding innovation and getting to market Innovation is a critical driver of organic growth in today's rapidly expanding markets. That's why the number one issue on most CEOs' minds is "How can we speed up our innovation process and get successful new products and services to the market more quickly?" In "Fast Innovation, business expert Michael George explains why it usually takes so long for innovations to reach the market, and why they often fail. More important, he coaches CEOs and senior managers in proven strategies for using innovation to drive growth in shareholder value. Readers learn how to: Achieve faster, more controllable time-to-market Generate highly differentiated products, services, or experiences Reach a deeper understanding of customer needs Create a culture that drives innovation
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Book details

List price: $38.00
Copyright year: 2005
Publisher: McGraw-Hill Companies, The
Publication date: 7/15/2005
Binding: Hardcover
Pages: 300
Size: 6.50" wide x 9.50" long x 1.00" tall
Weight: 1.430

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