INDEX
The index that appeared in the print version of this title was intentionally removed from the eBook. Please use the search function on your eReading device for terms of interest. For your reference, the terms that appear in the print index are listed below
AC (alternating current)
Accenture
accountability horizons, organizing around
Achieving Planned Innovation (Frank Bacon and Tom Butler)
acquisitions
Adams, Samuel
ad hominem attack
ad ignorantiam error
Advanced Photo System (APS)
after-the-fact reasoning
alignment
alliances
alternating current (AC)
anarchy, guided
Andersen Consulting
anecdotal evidence
Apple Computer
APS, see Advanced Photo System
argumentum ad populum
Aristotle
Armstrong, Neil
Arriba
assessment of innovation, see evaluation of innovation
audit function
authorities, overreliance on
Bacon, Frank
Bacon, Roger
Balanced Scorecard
banking
Barrday (company)
Barzun, Jacques
on “modern era”
on technology vs. pure science
Bay of Pigs invasion
Beer, Stafford
Ben and Jerry’s Ice Cream
Beni Hana Japanese restaurants
Bezos, Jeff
bifocals
Blackbird (aircraft)
bold statements
Bombardier Regional Aircraft Division
Boston Tea Party
brand development, innovation in
B2C (business-to-consumer) companies
burden of proof
business design
business incubators
business models
business-to-business exchanges
business-to-consumer (B2C) companies
Butler, Tom
CAD (computer-aided design)
CAM (computer-aided manufacturing)
Canon
capacity for innovation
Capra, Fritjof, on systems thinking
causal modeling
Celestica Inc.
change
Chateau Haut-Brion
Chrysler see also Daimler-Chrysler
circular reasoning
circulatory system
cluster(s), innovation activity
create/develop as
exploit/manage as
implement/commercialize as
nurture/build as
CNC (computer numeric control)
coincidence
Columbus, Christopher
Combacérès, Jean-Jacques-Régis de
Commerce One
common wisdom, fallacy of
communications
competitive advantage
competitor intelligence
competitors, innovation by
complex systems
compliance function
computer-aided design (CAD)
computer-aided manufacturing (CAM)
computer numeric control (CNC)
computers
continuous learning
contradictions, manipulation of
control issues
core competencies
corporate policies, see policy, organizational
corporate strategy
access to and quality of
communication of, to employees
development of
focus on
innovation in development of
cost(s)
funding
of market-focused innovations
as performance driver
reduction of, in Internet-enabled organizations
Covey, Steven
creativity
management of
valuing of
critical thinking
cross-disciplinary skills
curiosity
customers
changing needs/expectations of
information about
and market-focused innovations
customer targets
Cybernetics (Norbert Wiener)
Daewoo Shipbuilding and Heavy Machinery
Daimler-Chrysler
Darwin, Charles
DC (direct current)
D Day
department, organizing by
design, business
design briefs
development stage
dinosaurs
direct current (DC)
distinctive competencies
distribution, managing
distribution capability
distribution development, innovation in
diversity
division, organizing by
Dolby Laboratories
Dominion Bridge
dot-com companies
Drucker, Peter, on innovation
DuPont
economies of scale
Edison, Thomas
Edsel (Ford automobile)
“e-enabled” organizations
Einstein, Albert
either-or error
emotional appeal, fallacy of
employees
communication of corporate strategy to
development of
enlightened hierarchy
environment, innovative
and organizational policy
equipment, results influenced by
European Foundation for Quality Management
evaluation of innovation
and corporate strategy
in development stage
frequency of
importance of
and innovations in evaluation
in in-service stage
in launch stage
location for
outline framework for
persons responsible for
in preselection stage
procedure for
and process/systems aspect of innovation
and stages of innovation management process
evaluation process forms
evolution
experience
experimentation
exploitation
and competitor intelligence
of competitors’ innovations
on the corporate level
and customer focus
distribution capability for
financial resources for
management capability for
and market intelligence
of markets
and organization structure
of products
time needed for
failures, rationalization of
fairness
feedback loops
first to market, being
flat organizations
flexibility
focus, organizational
focused innovation
Ford, Henry
Ford Motor Company
foreign markets
foundation elements
Franklin, Benjamin
free markets
generalizations, hasty
General Motors (GM)
genetic engineering
geography, organizing by
Global Express corporate jet
GM, see General Motors
goal setting
government
graphic user interface (GUI)
greenfield start-ups
guided anarchy
GUI (graphic user interface)
Gulf War
Gulliver’s Travels (Jonathan Swift)
Gutenberg, Johann
Hamilton, C. W. F.
Harmony telephone (Northern Telecom)
hasty generalizations
Hawthorne Study
hierarchical organizations
historical precedent
hypothesis
Idealab!
IDEO
implementation
importance, urgency vs.
Industrial Revolution
inexplicable, unexplained vs.
inflexibility
information
dangers of inaccurate
as foundation element
getting/organizing
managing exchange of
Information Revolution
innovation
and alignment
context for
creating capacity for
definition of
focused
importance of
key areas for
in multiple areas
outsourcing of
personal understanding of process of
random vs. focused
relevance of
scientific
service
social
strategic vs. tactical
technological
see also specific headings
Innovation Management Model
activity clusters in
and company organization
developing capability within
future of
and organizational policy
and product/service development
subsystems in
uses of
and Viable System Model
innovation projects
in-service stage
Intel
intelligence, market/competitor
internal applications of innovation
International Space Station Project (ISSP)
Internet
interrelatedness
invention
irrelevant conclusion, fallacy of
ISSP, see International Space Station Project
Ixus/ELPH camera
Jamison, Harry Jones
Jaques, Elliott
jargon
“Jet boat” propulsion system
Jiang Tzu Peng
JIT, see just-in-time
Johnson, Kelly
joint ventures
just-in-time (JIT)
kaizen
Kamen, Dean
Kenmore
Kennedy, John F.
knowledge, management of
knowledge brokers
Krug Furniture
Landes, David, on Chinese failure to exploit innovation
Lands’ End
launching (of market-focused innovations)
launch stage
leadership
“lead users”
learning, continuous
Leonardo da Vinci
Lincoln (Ford automobile)
Linné, Carl von
Linux operating system
Lockheed
logical fallacy(-ies)
ad hominem attack as
ad ignorantiam error as
after-the-fact reasoning as
anecdotal evidence as
assuming unexplained is inexplicable as
believing rumors as
believing technical jargon as
bold statements as
circular reasoning as
coincidence as source of
common wisdom as
either-or error as
emotional appeal as
equipment constructing results as
hasty generalization as
historical precedent as
irrelevant conclusion as
misplaced burden of proof as
observer changing observed as
overreliance on authorities as
rationalization of failures as
reductio ad absurdum as
representativeness error as
theory influencing observations as
MacMillan, Ian
Magna
management
and determining dimensions of environment for innovation
manipulation of contradictions by
moderation in approach of
nurturing of innovation by
and unexpected innovation
management capability
management development, innovation in
management fads
management of innovation, see Innovation Management Model
manufacturing, outsourcing of
market development, innovation in
market fit
market-focused innovations
cost as factor in
expansion of target area for
experimentation/prototyping for
exploitation of
external development resources for
and focus on entire market
goal of
launching of
and process changes
and project management
role of teams in
using the marketplace to help define
market intelligence
market segment, organizing by
Martin-Brower
mass-marketing model
McCarthy, E. J., on tools for execution of corporate strategy
McDonald’s
McGrath, Rita
Mercedes
Mercury (Ford automobile)
Microsoft
minivans
Mintzberg, Henry, on essential functions of companies
mission statement
modeling, causal
moderation
Monsanto
Montgomery, B. L., on leadership
Moon landing
mouse, computer
multiple areas, innovating in
Mustang (Ford automobile)
Napoleonic Code
NASA
National Mutual of Canada
natural sciences
necessity, opportunity vs.
negotiation
networked incubators
new economy
business models for
organizing for
outsourcing of innovation in
Newton, Sir Isaac
New York Stock Exchange (NYSE)
niche players
Nortel Networks
Northern Telecom
not-for-profit organizations
nurturing of innovation
cross-disciplinary skills as prerequisite for
and employee development
environment for
factors relevant to
impediments to
and management development
and necessity
and strategy development
NXT
NYSE, see New York Stock Exchange
observation, theory as influence on
observer, changing of observed by
office furniture
Opel
openness
operational structure
operations
opportunity, necessity vs.
organizational design, steps in
organizational policy, see policy, organizational
organizational structure
and developments in natural sciences
focus of, on accountability horizons
focus of, on process fulfillment
and Innovative Management Model
in Internet era
outsourced innovation
development of knowledge brokers for
and focus on end goals
and guided anarchy
management of
and management of information interchange
networked incubators for
and open communications
performance targets for
and shared vision/goals
software models for
use of synergies in
Palm Corporation
Palo Alto Research Center (PARC)
paper
paradigms
PARC, see Palo Alto Research Center
Pearse, Richard
Pepys, Samuel
performance targets
Philips NV
Polaroid Pocket Camera
policy, organizational
and definition of policy
example of failed
flexibility in implementation of
and funding of innovation
and Innovation Management Model
and innovative environment
levels of
and management of portfolios of completed innovations
and management of programs of innovation
and management of specific innovations
and planning of innovation
potential danger of
and selection of specific innovations to pursue
sources of
politicians
politics, company
Pontac, Arnaud de
portfolios, innovation
Post-it-Notes
preselection stage
Pret A Manger
process development, innovation in
process development teams
process fulfillment, organizing around
Proctor & Gamble
product and service development, innovation in
product development teams
programs, innovation
project management
projects, innovation
property rights
prototyping
PT Cruiser
QFD (quality function deployment)
quality (as performance driver)
quality function deployment (QFD)
random error
random innovation
rapid followers
rationalization of failure
R&D (research and development)
recognition of innovation
reductio ad absurdum
reengineering
relevance of innovation
representativeness error
research and development (R&D)
resources
Rip van Winkle
Rubbermaid
rumors
SAAN department stores
sales force
Saturn (automobile company)
scientific innovation
scientific method
Sears
Seating, Irwin
Senge, Peter
serendipity, see unexpected innovation
service innovation
shared vision
Shell Oil
Singapore Airlines
skepticism
Skeptics Society
skills
social innovation
societal values
software models
Sony
Southwest Airlines
Soviet Union
specific innovations, managing
sprinkler systems
Standard Life
steam engine
Steelcase, Inc.
steel industry
Stern, Tim
Stirling, Robert
Stirling engine
strategic alliances
strategy, see corporate strategy
subatomic physics
supplier development, innovation in
sustainable competitive advantage
Swatch watches
Swift, Jonathan
syndication
System I
System II
System III
System IV
systems
applying principles of
complex
disciplines related to
feedback loops in
and innovation
integrity of
and interrelatedness
systems analysts
systems diagrams
systems theory
systems thinkers
systems thinking
target area, innovation
target markets
targets
customer
performance
teams, innovation
“depth” of
number of
and rush priorities
size of
training of
technical jargon
technological innovation
Tesla, Nikola
The Fifth Discipline (Peter Senge)
theory, as influence on observation
3M
Thunderbird (Ford automobile)
time
for innovation
as performance driver
toilet tanks
tollgate processes
tool and technology development, innovation in
total quality management (TQM)
Toyota
Toyota Production System (TPS)
TQM, see total quality management
Ts’ai Lun
understanding
unexpected innovation
acquisition of organizations to support
capitalizing on
and company politics
forming joint ventures to exploit
forming strategic alliances to exploit
inflexibility as enemy of
internal application of
and management
and need to focus on entire market
response to
“selling”
starting from scratch with
and systems theory
Unilever
UNIX
UPS
urgency, importance vs.
U.S. Department of Agriculture
U.S. Food and Drug Administration
value chain
value(s)
innovation as source of
societal
value stream reinvention (VSR)
Viable System Model
virtual organizations
vision
corporate
shared
VSR (value stream reinvention)
Walkman
Watch Company
Welch, Jack
Westinghouse, George
Wiener, Norbert
World’s Columbian Exposition
Wright Brothers
Xerox