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| Introduction to Updated Edition | |
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| Introduction | |
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| Driving Success: How You Innovate Determines What You Innovate | |
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| Innovation Is the Power to Redefine the Industry | |
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| The Innovation Imperative: Driving Long-Term Growth in Top and Bottom lines | |
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| How to Make Innovation Work: How You Innovate Determines What You Innovate | |
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| The Rules of Innovation | |
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| Exert Strong Leadership on Innovation Direction and Decisions | |
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| Integrate Innovation into the Business Mentality | |
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| Match Innovation to Company Strategy | |
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| Manage the Natural Tension Between Creativity and Value Capture | |
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| Neutralize Organizational Antibodies | |
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| Cultivate an Innovation Network Beyond the Organization | |
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| Create the Right Metrics and Rewards for Innovation | |
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| Summary: The Innovation Company | |
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| Mapping Innovation: What Is Innovation and How Do You Leverage It? | |
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| A New Model of Strategic Innovation | |
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| Business Model Change | |
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| Value Proposition | |
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| Supply Chain | |
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| Target Customer | |
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| Technology Change | |
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| Product and Service Offerings | |
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| Process Technologies | |
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| Enabling Technologies | |
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| Three Types of Innovation | |
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| Incremental Innovation | |
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| Semiradical Innovation | |
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| Radical Innovation | |
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| Ersatz Radical Innovation | |
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| Disruptive Technologies | |
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| Innovation Model and the Innovation Rules | |
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| Choosing Your Destiny: How to Design a Winning Innovation Strategy | |
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| Choosing the Right Strategy | |
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| Play to Win and Play Not to Lose Strategies | |
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| Play to Win Strategy | |
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| Play Not to Lose Strategy | |
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| Too Much of a Good Thing | |
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| Clearly Defined Innovation Strategy Drives Change | |
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| Do You Select an Innovation Strategy? | |
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| Internal Factors | |
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| External Factors | |
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| Risk Management and Innovation Strategy | |
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| Innovation Strategy: The Case of the Pharmaceutical Industry | |
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| Attempts to Solve the Innovation Problem | |
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| Changing the Innovation Approach | |
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| Strategy and the Innovation Rules | |
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| Organizing for Innovation: How to Structure a Company for Innovation | |
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| Organizing for Innovation | |
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| Developing an Internal Marketplace for Innovation | |
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| Balancing Creativity and Value Creation | |
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| The Balance Changes as the Organization Matures | |
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| Five Steps to Balancing Creative and Commercial Markets | |
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| Outsourcing Innovation | |
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| Making Good Use of Your Partners | |
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| Integrating Innovation within the Organization | |
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| The Value of Networks and Innovation Platforms | |
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| The Corporate Venture Capital Model | |
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| The Ambidextrous Organization | |
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| The Leadership Role | |
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| Organization and the Innovation Rules | |
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| Management Systems: Designing the Process of Innovation | |
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| Systems and Processes Make Things Happen | |
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| The Objectives of Well-Designed Innovation Systems | |
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| Choosing and Designing Innovation Systems | |
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| Systems for Ideation: Seeing the Gaps | |
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| Structured Idea Management | |
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| Experimentation | |
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| Prototyping | |
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| Making Deals | |
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| Innovation That Fits | |
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| Management Systems Comparison | |
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| Electronic Collaboration | |
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| Management Systems and the Innovation Rules | |
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| Ruminating the Pathway: How to Measure Innovation | |
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| To Measure or Not to Measure? | |
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| What Gets Measured Gets Done | |
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| The Three Roles of a Measurement System | |
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| A Balanced Scorecard for Measuring Innovation | |
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| The Business Model for Innovation | |
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| Inputs, Processes, Outputs, and Outcomes | |
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| From the Business Model to the Measurement System | |
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| Designing and Implementing Innovation Measurement Systems | |
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| Measures for Ideation | |
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| Measuring Your Innovation Portfolio | |
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| Measuring Execution and Outcomes of Innovation | |
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| Measuring Sustainable Value Creation | |
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| The Barriers to Effective Performance Measurement | |
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| Measurement and the Innovation Rules | |
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| Rewarding Innovation: How to Design Incentives to Support Innovation | |
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| The Importance of Incentives and Rewards | |
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| Motivation | |
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| Different Strokes for Different Folks | |
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| A Framework for Incentive Systems' Design | |
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| Setting Goals for Measuring Performance | |
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| Specific vs. Broad Goals | |
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| Quantitative vs. Qualitative Goals | |
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| Stretch vs. Expected Goals | |
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| Success-Driven vs. Loss-Avoidance Goals | |
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| Performance Evaluation and Incentive Contracts | |
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| Team vs. Individual Rewards | |
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| Subjective vs. Objective Evaluation | |
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| Relative Performance vs. Absolute Performance Evaluation | |
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| Incentive Contracts | |
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| Expected Level of Pay | |
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| The Shape of the Pay-Performance Relationship | |
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| Timing Incentives | |
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| Delivery of Compensation | |
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| Key Considerations in Designing Incentives Systems for Innovation | |
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| The Danger of Overuse | |
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| The Negative Effect on Intrinsic Motivation | |
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| Fear, Failure, and Fairness | |
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| Incentives and Rewards, and the Innovation Rules | |
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| Learning Innovation: How Do Organizations Become Better at Innovating? | |
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| The Importance of Learning | |
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| A Model of Learning | |
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| Learning to Act | |
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| Learning to Learn | |
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| Learning Systems for Innovation | |
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| Systems for Delivering Value | |
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| Systems for Refining the Current Model | |
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| Systems for Building Competencies | |
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| Systems for Crafting Strategy | |
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| How to Make Learning Work in Your Organization | |
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| Knowledge and Ignorance Management | |
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| The Project Roadmap | |
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| Failures As Part of the Process | |
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| Learning Histories | |
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| The Dynamic Nature of Innovation Strategy | |
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| The Technology Stage | |
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| The Performance Stage | |
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| The Market Segmentation Stage | |
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| The Efficiency Stage | |
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| The Complementarities Stage | |
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| Learning and the Innovation Rules | |
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| Cultivating Innovation: How to Design a Winning Culture | |
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| How Culture Affects Innovation | |
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| Is Innovation the New Religion? | |
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| The Danger of Success | |
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| Organizational Levers of an Innovative Culture | |
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| The Levers of an Innovative Culture | |
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| Legends and Heroes | |
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| The Physical Environment | |
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| Different Country Cultures Breed Different Innovation Cultures | |
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| People and Innovation | |
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| Recruiting to Build an Innovative Organization | |
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| Turn Your Recruitment Strategy Upside-Down! | |
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| The Role of Senior Management | |
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| Leading Innovation | |
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| The Role of the CEO | |
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| Culture and the Innovation Rules | |
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| Conclusion: Applying the Innovation Rules to Your Organization | |
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| Combining Creativity with Commercial Savvy | |
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| Smart Execution | |
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| The Role of Leadership | |
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| Leadership Must Define the Innovation Strategy and Link It to the Business Strategy | |
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| Innovation Must Be Aligned with the Company Business Strategy, Including Selection of the Innovation Strategy | |
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| Leadership Must Define Who Will Benefit from Improved Innovations | |
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| Diagnostics and Action | |
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| Stage Gate Systems | |
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| The Venture Capital Model | |
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| The Technology Innovation Model | |
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| Time-Driven Systems | |
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| Organizing Initiatives | |
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| Fine Tuning | |
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| Redirection/Revitalization | |
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| Generating Innovation Value | |
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| Endnotes | |
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| Bibliography | |
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| Additions to Bibliography for Updated Edition | |
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| Index | |