203

Index

Please note: Illustrations are identified by italicized page references.

acceptance

customer, 166

gaining market, 174–176

acquisitions, impact of, 14

Adams, Robert (PARC), laser imaging, 88

adapters, early, 178

adeptness, assessment of innovation, 28–32

Adobe Systems, Palo Alto Research Center (PARC), 88

Advanced Micro Devices (AMD), innovation efforts at, 43

advantage, first mover, 25, 109–114

Advantium™, GEs revolutionary, 131, 173

advertising

Colgate-Palmolive s Total launch, 180

credibility, 178

mean time to payback, 171–173

Miller Lite’s capture of the low-calorie beer market through, 113

strategy innovation, 20–23

agenda, putting innovation on the, 184

Amazon.com, strategy innovation, 22

American Academy of Cosmetic Dentistry, demand for teeth-whitening services, 161–162

American Airlines, IdeAAs suggestion program, 80–81

Ampex, limiting market base, 114

Amway, innovative distribution methods, 163

anthropology, understanding customer behavior, 172–173

Apple Computer, Inc.

downloading music, 152

Guy Kawasaki, 168–170

Palo Alto Research Center (PARC), 88

personal computer pioneers, 109

public relations programs, 106

Appledorn, Roger (3M), encouraging innovation, 54

Appleton Paper, GO Process, 89–90

approaches, comprehensive, 5–6

Arthur D. Little, deriving business value from innovation survey, 139–140

204

assessment

climate for innovation, 63–64

innovation adeptness, 28–32

Association of Managers for Innovation, study of innovation centers, 58–59

assumptions, challenging existing, 106–107

A.T. Kearney, supplier-manufacturer relationship survey, 133

AT&T, cellular phone use study, 112

attention, state of continuous partial, 121

Austgen, David (Royal Dutch/Shell), GameChanger program, 98–100

automobiles

design, 105–106

insurance reform legislation, 162–163

AutoNation, used car superstores, 172

Avon, innovative distribution methods, 163

awareness, building consumer, 180–181

balance, problem-solving styles, 71–72

Bank of America, Innovation Vanguard Firms, 2

barriers

lack of time, 65

new idea implementation, 85–87

organizational, 41–42

structural and cultural, 63–64

Bauer, Alan, Progressive Casualty Insurance, 40

Bavarian Motor Works (BMW) improving automobile designs, 105–106

Innovation Vanguard Firms, 2

Virtual Innovation Agency (VIA) customer dialogues, 128–129

Be Aggressive Campaign, Bristol-Myers Squibb idea catalyst campaign, 127

beers, light, 109, 113, 142

Beetle, Volkswagen of America, 27

behavior

acknowledging innovative, 46

controlling vs. shaping, 57–58

encouraging new, 40

risk taking, 52–53

understanding customer, 172–173

Ben Gay, Aspirin product failure, 138

benchmarks, ideation methods, 122–125

benefits, novel enabling, 141–143

Berra, Yogi, on predictions, 97

Big Bertha, Callaway Golf, 131–132, 142

Blank, Arthur, Home Depot founders, 69

Blockbuster Video, impact of Netflix, 152

blueprint, creating an innovation, 184

BMW See Bavarian Motor Works (BMW Borg-Warner Automotive

adopting new business models, 84

Innovation Champion program, 13, 41

John Fiedlers growth goals, 40–41

Boston Consulting Group, Business Week, 16

Boyle, Brendan, Skyline founder, 119–120

brainstorming

ideation sessions, 123–125

scheduling sessions for, 118

branding, product, 23

brands, loyalty, 110–111

Brandweek, Total toothpaste launch, 180

Branson, Richard (Virgin Group), employee suggestion programs, 85

Bristol-Myers Squibb (BMS), ideation at, 126–127

BriteSmile, meeting customer needs, 161–162

205

brochures, scanning the future, 101–102

Buckley, George, the invention process, 117

Buffalo Wings, Tyson Foods, 156

Burke, Steve (Disney), Gong Show, 84

Business Innovation Consortium (BIC), David Sutherland, 41–42

business model

category killers, 152–153

Dell Computer, 164

obsolescence, 151

Business Week

Boston Consulting Group, 16

cost of introducting Miller Lite, 113

Whirlpool’s chief information officer, 37–38

Business Week Online, role of the CIO, 42

buy-in

gaining customer, 166

lack of, 37

calculators, early adapters, 178

Callaway Golf, Big Bertha, 131–132, 142

capability, building, 7

capital, obtaining investment, 110

Carpenter, Maxie (Wal-Mart), challenging assumptions, 107

case management, legal, 73

case study

Post-It Note, 60–61

Royal Dutch/Shell, 98–100

Cash Management Account, Merrill Lynch & Co., 18

category killers, business model, 152–153

caviar, waste reduction suggestion, 80–81

cellular phones, evaluating future use of, 112

centers, innovation, 58–59, 69

chain of command, bypassing the, 94

champions

identification and development of, 73–74

selecting idea, 99–100

See also Innovation Champions

change

exploiting, 100–101

fear of, 37

industry clockspeed, 39

channels, finding new market, 23

characteristics, innovative potential, 74–75

checkpoints, Mining the Future, 144–145

Chicken McNuggets, McDonalds Corporation, 157

chief innovation officer (CIO), appointing a, 36–38

Chief Innovation Officer Leadership Summit, 44

chores, customer outsourcing, 160

Chrysler, Walter, marketing the Chrysler Six, 166

Chux, disposable diapers, 109, 111

Citigroup, Vanguard Firms, 2

claims adjustment, Progressive Insurance, 21

clockspeed, industry, 39

Colgate-Palmolive, Total toothpaste, 179–180

collaboration

outside the company, 34

shared space, 148

CommGuard, Verizon, 88–89

communication

familiar terms, 175

idea evangelists, 168–170

improving, 54

new product development, 145

unmanageable, 122

compensation, tying to innovation pipeline results, 38

206

competition

changing the rules, 22

incremental innovation, 24

monitoring, 97–98

complacency, avoiding, 97–98

computer aided design (CAD), rapid prototyping products, 148

Computerized Axial Tomography (CAT), radiologist resistance to, 175

computers

mouse inventor, 165

personal, 109

concepts, marketing new, 174–176

conferences, scanning the future, 103

conformity, human tendencies, 70

consulting, internal units, 125

Consumer Electronics Association, new product introductions, 167–168

Continuous Improvement Model, Dana Corporation, 82–84

contributors, feedback on ideas, 94

Cooper‚Robert G. (McMaster University), “Stage-Gate approach”, 144–145

copyrights, proprietary technology, 110

Corning, free time policies, 66

Corporate Creativity: How Innovation and Improvement Really Happen (Robinson and Stern), maintenance employee suggestions, 81

correlation, between new products and revenue growth, 16

Costco Wholesale Corporation

market positioning, 159

207

strategy innovation, 22

costs, cutting, 14

Covey, Steven, mining the future, 114–115

creativity

basic training in, 47

encouraging, 40

flat world, 120–122

personal, 120–121

recognition for, 95

styles, 71–73

credibility, advertising, 178

credit, extending, 142, 174

Crest, Colgate-Palmolive toothpaste, 179–180

culture

challenging assumptions, 106–107

creating an innovation-adept, 61–75

fear based organizational, 56–57

idea management systems that fit your corporate, 95–96

improving your firm’s innovation rate, 62

innovation rate, 62

organizational, 55–56

supportive of innovation, 76

curriculum, creating a, 46–47

customers

creating new value for the, 157

cynicism, 173

gaining acceptance of new products, 167–168

involving your, 127–130

listening to, 8–9

serving nontraditional, 132–133

strategy innovation, 220

DaimlerChrysler, PT Cruiser concept, 129–130

Dana Corporation, Continuous Improvement Model, 82–84

database, Profit Impact of Market Strategies (PIMS), 108–109

Davenport, Tom, Babson College, 121

Daytimer, organizer notebooks, 141

defiance, rewarding, 68

DEKA Research and Development Corporation, problem solutions, 137

Dell Computer Corporation

innovative distribution methods, 164

strategy innovation, 21–22

dentistry, cosmetic, 161–162

DeSimone, Livio (3M), encouraging new product creation, 50–51

development, learning-driven product, 146–147

diabetes, Glucophage targeted idea catalyst campaign, 126–127

dialogues, customer, 128–129

diapers

disposable, 109, 111

products serving contradictory needs, 142

DIRECTV, Hughes Electronics, 21–22

Disney

Gong Show, 84

vision statements without limitations, 107

distribution

innovative methods of, 163–164

strategy innovation, 21–22

disunity, politics that create, 50–52

diversity

balancing innovative, 76

thinking styles, 69

“Do More with Chicken”, Tyson Foods motto, 156

Dollar Discount Stores of America, market positioning, 159

Dollar General Corporation, 159

“Doug Day”, taking a, 122

Dreaming Sessions, General Electric customer involvement programs, 127

dreams, smoking out customer, 131

DuPont Corporation

biodegradable fiber, 27

Center for Innovation and Creativity, 71–72

Innovation Process Group, 125

legal departments case-management system, 73

marketing Kevlar, 176–177

e-Markets Initiative, MIT Media Laboratory, 148–149, 151

eBay

building new markets, 23

innovative distribution methods, 164

strategy innovation, 21–22

Edelheit, Lewis L. (GE), embracing future growth opportunities, 108

Edison, Thomas, selling new ideas, 165

EDS. See Electronic Data Systems (EDS) Edwards, Billy, AMDs CIO, 43

effects, reputation, 111

Eggo Waffles, Kellog Company, 167

Einstein, Albert, on insanity, 154

Eisner, Michael (Disney), Gong Shows, 84

electricity, converting homes from gas to, 165

Electronic Data Systems (EDS)

EDS Innovates, 44

Idea2Reality program, 85–87

new venture teams, 85–87

open door policies, 85

Vanguard Firms, 2

Emerson, Ralph Waldo, friendship essay, 104

Employee Involvement Association, suggestion programs, 80

employees

underestimating their potential, 74

who fit-the-innovation-mold profiles, 75

empowerment, champions, 73–74

Engelbart, Douglas, selling the concept of the computer mouse, 165, 181

engineering, concurrent, 148

Enron, organizational culture, 56

enterprise, total involvement in the, 7–8

environment

conditions promoting new ideas, 117–118

shifting your, 121–122

208

essentials, leading innovation, 37

Esso Resources, Royal Order of the Duck, 68

ethnography, new product design, 130

Eureka! Ranch, ideation sessions, 123–125

evangelist, the idea, 168–180

excellence, operational, 17

Expanding the Innovation Horizon, 154–155

expectations, communicating, 45–46

experimentation, reducing the risk, 174

failures, rewarding, 68

Farrah, Pat (Home Depot), company mavericks, 69–70

Fast Company, 3M initial reaction to Post-It Notes, 60

fatigue, upgrade, 168

Federal Food and Drug Administration, Total toothpaste approval, 180–181

FedEx Corporation

exploiting changing customer demands, 100

process innovation, 20

feedback, idea contributors, 94

Fiedler, John (Borg-Warner Automotive), company reorganization, 40–41

Filofax, organizer notebooks, 141

first mover, advantage, 108–110

flexibility, managing the present as well as the future, 35–36

fluoride, vs. Triclosan in toothpaste, 180

focus

market positioning, 158–160

value, 143–144

followers, fast, 115

foods, products serving contradictory needs of customers, 142

Ford, Bill (Ford Motor Company) business model obsolescence, 151

Frappuccino, Starbucks’ drink, 72–73

Friedman, Thomas, New York Times, 120

friendship, differences of opinion, 103–104

front end, fuzzy, 100

frustrations, smoking out customer, 131

Fry, Art (3M), Post-It Note creator, 60, 174

Fuller, Buckminster, discovering new ideas, 102–103

funnel, strategies for filling the idea, 120

Fusion, Gillette razor, 172

future

inventing the, 25, 35–36

making predictions, 97

strategies for Mining the, 100–114, 101, 171

Future Shock (Toffler), overchoice, 168

GameChanger, program at Royal Dutch/Shell, 98–100

gap

competitor positioning, 158–160

growth, 14

high vs. low performers, 15

Gap, The, Old Navy, 100

gatekeepers

identifying the, 178

Total toothpaste, 180–181

Genentech, public relations programs, 106

General Electric Company (GE)

Advantium™ ovens, 131, 173

digital x-ray system, 27

GE Medical, 147, 174

vision statements without limitations, 108

General Motors Corporation, OnStar, 18

209

Gillette Company

Fusion razor, 172

Sensor shaving system, 26, 141

gingivitis, Total toothpaste, 180

Glucophage, targeted idea catalyst campaigns at Bristol-Myers Squibb, 126–127

GO Process, Appleton Paper, 89–90

goals, innovation, 37

Colder, Peter and Gerard Tellis, study of market pioneers, 108–109

Goldwyn, Sam, on “yes” men, 55

golf clubs, Big Bertha, 131–132, 142

Gong Show, Disney, 84

Google

new idea programs, 118

planned escape from day-to-day routines, 66

Goss, Robert (Whirlpool Corporation), product development, 80

Got Milk? Organization, Got Ideas? session, 119

Greene, Doug, New Hope

Communications, taking a Doug Day, 122

grid

innovation opportunity, 19

innovation types, 26

Grossman, John, Inc. magazine, 3–5, 124

groups

changing target, 20

focus, 129–130

reaction to prototypes by focus, 129–130

training, 48

growth

best practices for driving, 3–9

business model innovation, 154–155

chasm, 15

goals, 40–41

increasing proportion of turnover, 50

jump-starting, 1

Most Innovative Companies mean margin, 16

strategies, 158–164

taking action, 183–188

guarantees, money back, 174

Guehler, Paul (3M)

balancing rewards, 51

corporate free time policies, 66

guidelines

designing your idea management process, 92–96, 93

Mining the Future, 101

partnership with suppliers, 134–135

producing powerful products, 140

Haber, Jack (Colgate-Palmolive), Team Total, 179, 181

habits, reading, 101–102

Hall, Doug, Eureka! Ranch, ideation sessions, 123–125

health care, serving nontraditional customers, 132–133

Health Care Solutions Group, Royal Philips Electronics, 132–133

Healthcare Forum Journal (Ryan) ‚ organizational fear in the healthcare industry, 56–57

Henry Ford (Ford Motor Company), making the Model T affordable, 142

Henry Ford Museum, early mechanical inventions, 142

Hewlett-Packard Company, Chuck House Medal of Defiance, 68

Hindman, Jim (Jiffy Lube International), customer outsourcing, 160

Hippie, Jack (Association of Managers for Innovation), corporate innovation program study, 58–59

history, finding ideas that contradict, 124

210

Holmes, Oliver Wendell, exposure to a superior value proposition, 152

Home Depot, The

customer outsourcing, 160–161

inventory control system, 39

mavericks, 69–70

hot buttons, reptilian, 130

House, Chuck (Hewlett-Packard Company), open door policies, 68

housing, customized tract, 129–130

Huggies, Kimberly-Clark products serving contradictory needs, 142

Hughes Electronics Corporation, DIRECTV, 21–22

Hultgren, Dennis (Appleton Papers), GO Program, 89–90

human resources, recruiters, 74–75

Humana, healthcare innovations by, 43

Hyundai, market positioning, 158–159

IBM

limiting market base, 114

new idea programs, 118

idea factory

activating your own, 120–122

Inside the Innovation Elite, 79

idea management

future scanning, 104–106

Innovation Vanguard companies, 65

models, 79–96

process, 40–41

program administration, 94

systems, 78–79, 92–96, 93

Idea2Reality

EDS idea management system program, 86–87

Electronic Data Systems new venture program, 85–87

IdeAAs, suggestion program at American Arlines, 80–81

ideas

“best” vs. “rest” companies at idea generation, 138–139

bias against individual contributors, 89

breakthroughs, 26–27, 140–143

Buckminster Fuller on discovering new, 102–103

encouraging counterintuitive, 69–70

funding, radical, 27

novel, 46

prevailing assumptions, 8

promoting new, 117–118

proprietary, 110

quarterbacks, 73–74

reviewers, 94–95

selling new, 169

soliciting, 77, 93

stimulus, 124

that contradict history, 124–125

vs. innovation, 16–17

IdeaScope Associates, Electronic Stethoscope, 133

ideation

customer involvement, 128–132

reinventing, 118–120

IDEO, toy design unit, 119–120

Immelt, JefF, General Electric CEO

Dreaming Sessions, 127

efforts to stimulate innovation from within, 184

implementation

idea to, 171

training in, 48

improvements

breakthrough, 25

continuous postlaunch, 113–114

incremental, 23–25, 83–84

substantial, 25

Inc. magazine, Eureka! Ranch, 3

incubators, skunkworks vs., 88

indicators, corporate success, 15

industry, breakthrough innovations, 26–27

inertia, structure, 35

211

information

sharing about prototypes, 133–135

storing for future use, 103

initiatives

e-Markets, 148–149

innovation, 41

process innovation, 17

strategy innovation, 153–154

Toyotas quality, 83

innovation

business model, 20

cultivating a climate of, 76

degrees of, 23–25, 24

essence of, 16–17

inhibitors to, 65–68

pipeline bottlenecks, 167

process design, 28

radical, 27, 112–113

six essentials of leading, 37

strategy, 22

types, 18–22

Innovation Champions, Borg-Warner program, 13, 41

Innovation Fellows, Electronic Data Systems idea management program, 86–87

Innovation Initiative, preparing your own, 185–188

Innovation Summit, Business Innovation Consortium (BIC), 41

Innovation Vanguard firms

idea solicitation systems, 77

Procter & Gamble, 34

surveys, 77

“Inside the Innovation Elite”

idea factory process, 79

innovation adeptness assessment, 28

Inspired Chef, Whirlpool Corporations Kitchen Aid, 92

insurance, innovative pricing strategy, 162–163

Intel, product branding, 23

Internet

BMW’s VIA customer dialogue program, 128–129

downloading music, 152

impact on newspaper business, 152

selling radical new ideas, 112–113

intranet, submitting ideas via, 86–87

Intrapreneuring: Why You Don’t Have to Leave the Corporation to Become an Entrepreneur (Pinchot), encouraging strong champions, 74

intuition, listening to your, 104

inventions, breakthrough, 26–27

iPod, cases for, 137

J.D. Power and Associates, redefining the research industry, 163

Jiffy Lube International, customer outsourcing, 160

jobs, problem solving styles, 71–72

John Deere, Innovation Vanguard Firms, 2

Johnson, Robert (Johnson & Johnson), encouraging risk taking, 56

KAI Inventory, individual problem-solving style survey, 71–72

Kaizen teams, continuous improvement model, 82

Kamen, Dean, DEKA Research and Development Corporation, 137

Karol, Robin, Duponts Innovation Process Group, 125

Kawasaki, Guy (Apple Computer), evangelist, 168–170

Kellogg Company, Eggo waffle products, 167

Kevlar, developing a market for, 176–177

killers, category, 22

212

Kimberly-Clark

Huggies and Pull-Ups, 142

Kleenex products, 167–168

vision statements without limitations, 108

Kirton, Michael (Occupational Research Centre), creativity style differences, 71

Kitchen Aid, Inspired Chef program, 92

Kleenex, Kimberly-Clark, 167–168

Kleinschmidt and Cooper, study of new product idea sources, 127–128

Kridel, Kathryn (American Airlines), employee suggestion systems, 80–81

Kuczmarski & Associates, study of new product and service management, 138–139

Kwolek, Stephanie and Paul Morgan (DuPont), development of Kevlar, 176–177

Lafley A.G., Procter & Gamble, 33–35

Lambert, Tom (GE Medical), introducing CAT technology, 175

lasers, imaging, 88

Latella, Richard W. (Cushman & Wakefield), predicted diminishing impact of category killer stores, 153

leadership

appointing, 42

creating an innovation blueprint, 184

vice-president in charge of innovation, 36–38

L’eggs, innovative distribution methods, 163

legislation, auto insurance reform, 162–163

Letzler, John (Russell Athletic), marketing ideas, 46

Lewis, Peter, Progressive Casualty Insurance, 40, 162

Lincoln, Abraham, ordinary people, 74

listening

to customers, 8–9

encouraging risk taking behavior, 54

literacy, innovation, 47

litter systems, SecondNature dog, 172–173

Lockhart, Melinda (Electronic Data Systems)

corporate culture at EDS, 86–87

open door policies, 84

Lockheed, skunkworks approach, 88

Lord, Jonathan, Humana CIO, 43

loyalty, brand, 110–111

Lynn, Gary (Stevens Institute of Technology), probe and learn product development, 146–147

MacArthur, General Douglas, 126

MacArthur, Marsha (Bristol-Myers Squibb), idea catalyst campaigns, 126–127

magazines, scanning the future, 106

Magliochetti, Joseph M. (Dana Corporation), idea encouragement, 82

management

innovation chiefs, 42–44

See also idea management

Marcus, Bernard, Home Depot founders, 69–70

market share, Crest vs. Total toothpaste, 179–180

marketing

breakthrough selling strategy, 181

idea evangelists, 168–170

increase sales, 14

Kevlar, 176–177

new concepts, 174

strategy innovation, 21–23

213

markets

building new, 23

establishing new, 175–178

evaluating potential mass, 111–112

positioning focus, 158

probing potential, 146–147

Mary Kay Cosmetics, innovative distribution methods, 163

Maslow, Abraham, hierarchy of needs and wants, 161

mavericks, identifying corporate, 69–70

Maytag Corporation, Neptune appliance line, 91

Mazelsky Jay (Phillips Electronics), products serving nontraditional users, 132–133

McCaw Cellular Communications, mass marketing of cellular phones, 112

McCormick, Cyrus, selling harvesting machines on credit to farmers, 142, 174

McDonalds Corporation

exploiting cultural change, 100

innovative products and services, 26

Tyson Foods, 157

McGregor, Jena, Business Week Online, 42

McKenna, Regis (McKenna Group), challenging assumptions, 106–107

Mead, Margaret, importance of small groups, 38

measurement

cost savings, 81

relationship effectiveness, 134

return on innovation investment (ROI), 139

Medtronic Corporation

Pacemaker, 142

Quest awards program, 68

Men’s Wearhouse, market positioning, 159

Merrill Lynch & Co., Cash Management Account, 18

methods

benchmarking idea, 122–125

customer-driven ideation, 128

distribution, 22

metrics

assessment tools, 64

common innovation, 6

establishing, 49–52

implenting, 154

Micro Instrumentation and Telemetry Systems (MITS), personal computer pioneers, 109

Microsoft Corporation

beta testing Windows, 149

think time, 66

vision statements without limitations, 108

Mignone, Lou (Colgate-Palmolive), introduction of Total toothpaste, 181

Miller Brewing Company, Miller Lite, 109, 113, 142

Mind Dumpster, tactics, 124–125

MIT Media Laboratory, e-Markets Initiative, 148–149, 151

models

continuous improvement teams, 82–84

idea management, 79

incubator lab, 88

innovation teams, 91–92

new business, 22

new venture teams, 85–87

obsolescence of business, 151–152

open door policy, 84–85

suggestion system, 80–82

Top Line, All-Enterprise Idea Management, 89

monopoly, temporary, 26

214

Morgan, Paul and Stephanie Kwolek (DuPont), development of Kevlar, 176–177

Most Innovative Companies (MIC), Standard & Poors 1200 Global Stock Index, 16

motivation, rewards, 53–54

mouse, computer, 165, 181

multitasking, at home, 121

Museum, Henry Ford, 142

music, downloading to MP3 players, 152

National Institute of Justice, Kevlar vests, 177

needs

meeting customer, 159

serving contradictory, 142

unarticulated customer, 131–132

unmet customer, 161–162

Nelson, Glen (Medtronic), Quest awards program, 68

Nemeth, Charlan (University of California Berkeley)

human conformance tendencies, 70

role of the nonconformist, 57–58

Neptune, Maytag s new washing machine, 91

Nestea, Tea Whiz product failure, 137

Netflix, impact on Blockbuster Video, 152

newspaper business, impact of Internet, 152

nonconformist, role of the, 57–58

norms, cultural, 57–58

notebooks, organizer, 141

objectives, company financial & growth, 47

observation, self, 104

obsolescence, resistance to planned, 168

Occupational Research Centre, creativity style differences, 71

Old Navy, exploiting cultural change, 100

OnStar, General Motors, 18

openness

creating cultural, 68

questioning assumptions, 106–107

opinion, being open to differences in, 103–104

opportunities

continued search for, 7

market positioning, 158–160

monitoring, 100–101

scanning process, 106

white space, 87, 97

oral care, market in the U.S., 179–180

O’Reilly, Charles and Michael Tushman, Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal, 35

organizations, characteristics of successful, 138–139

organizers, notebook, 141

outsourcing, customer, 160–161

overchoice, coping with, 167–168

Pacemaker, Medtronic, 142

Packard, David (Hewlett-Packard), Chuck House Medal of Defiance, 68

Palm Computing, Pilot Organizer, 141

Palo Alto Research Center (PARC), Xerox Blue Sky Incubator, 88

Pampers, disposable diapers, 109

Pantene, Procter & Gamble, 167

partnering, involving suppliers in product ideation, 133–135

patents

Kevlar, 176

proprietary technology, 110

Total toothpaste with Triclosan, 180

215

paths, finding ideas that contradict history, 124

payback, customers mean time to, 171–173

payoff, strategy innovation, 154–155

people

balancing thinking styles, 69

connecting with, 103–104

Personal Valet, Whirlpool Corporation, 92, 172

personality, effective collaboration, 148

Petchey Ailsa (Virgin Atlantic), Virgin Bride, 84

Philip Morris, Miller Brewing Company, 113

Pilot Organizer, Palm Computing, 141

PIMS (Profit Impact of Market Strategies), 108–109

Pinchot, Gifford, Intrapreneuring: Why You Don’t Have to Leave the Corporation to Become an Entrepreneur, 74

pioneers, study of market, 108–109

pipeline

bottlenecks in the innovation, 167

product turnover, 52

planning, building markets, 177

policies, free time, 66–68

politics, resulting in disunity, 50–52

Post-itTM Notes

3M Corporation, 23, 174

case study, 60–61

product acceptance, 178–179

practices, for driving growth through innovation, 3–9

Prather, Charles (DuPont Center for Innovation and Creativity), mixing em-ployees’ problem-solving styles, 71–72

presentations, tailoring, 170–171

PricewaterhouseCoopers, study of growth and profitability, 15–16, 50

priorities, senior managements top, 37

probe and learn, product development strategy, 146–147

problems

articulating unsolved, 133–134

superior solutions to existing, 141–143

unarticulated, 131–132

process

disciplined innovative, 4–5

formal innovative, 66

new product development, 145

radical innovations, 27

process innovation, defined, 19–20

Procter & Gamble

Crest toothpaste, 179–180

Head & Shoulders, 33–35

innovative clothes refresher products, 172

Pampers, 109, 111–112

Pantene products, 167

Vanguard Firms, 2

product innovation

defined, 18–19

learning-driven development evaluation, 146–147

vs. strategy innovation, 155

products

acceptance of new, 178

competitor positioning, 158

designing a process for developing new, 144–145

learning-driven development of new, 146–147

line extensions vs. new, 50–52

producing powerful, 140

proprietary, 110

studying breakthrough, 140–143

Profit Impact of Market Strategies (PIMS), 108–109

profits

competing specialty stores, 153

strategy innovation, 157–158

216

programs

employee involvement, 80–82

suggestion, 23

Toyotas continuous improv, 83

Progressive Casualty Insurance

Alan Bauer, 40

auto insurance innovation, 162–163

exploiting changing customer demands, 101

Peter Lewis, 40, 162

strategy innovation, 21

value-added service offerings, 21–22

Vanguard Firms, 2

Proposition 103 (California), auto insurance reform, 162–163

prototyping

focus groups, 129–130

rapid, 148–149

sharing information, 133

PT Cruiser, DaimlerChrysler, 129–130

publications, scanning the future, 106

Pull-Ups, Kimberly-Clark products serving contradictory needs, 142

pyramids, inverted business, 108

quandry the leaders, 34–35

quarterbacks, idea, 73–74

Quest, Medtronic awards program, 68

questions

assessing your firm’s adeptness with ideation, 135–136

identifying cultural climate for innovation, 64

organizational structure, 75–76

upgrading your product strategy, 149–150

race, first-mover/fast-follower, 109–114

radical innovations, 26–27, 112–113

radiologists, resistance to CAT technology, 175

Ralston Purina, SecondNature dog litter system, 172–173

Rapaille, G. Clotaire (DaimlerChrysler), archetype research, 129–130

RCA, color television, 113

reading, scanning the future, 101–102, 106

recognition

creativity, 95

rewards, 54

recorders, Sony’s BETA videocassette, 111

recruiters, human resources, 74–75

regulations, exploiting changes in, 101

relationships, supplier-manufacturer, 134–135

Rensselaer Polytechnic Institute, radical innovation study, 27

reputation, effects, 111

research, archetype, 129–130

Research Technology Management, company practices study, 100

resistance

to innovative thinking, 104

to planned obsolescence, 168

resources, allocating, 48

response, to new ideas, 94

responsibilities, a CIO’s, 43–44

responsibility

diffused, 6

spreading, 45–48, 54

retailing, warehouse club, 22

return on innovation investment (ROII), measuring, 139

Reveal, Quest skunkworks project, 68

revenue

increasing top line, 17

percent from new products and services, 50

reviewers, idea management teams, 94–95

rewards

balancing, 52

for creative ideas, 33–34

217

intrinsic vs extrinsic, 53

recognition, 54

Rheingold Brewery, Gablinger Light beer, 109, 113

risks

customer discomfort with, 173–174

encouraging managers to take, 56

managing, 48

radical breakthroughs, 26–27

R.J. Reynolds Tobacco, Premier product failure, 138

Robinson, Alan and Sam Stern, Corporate Creativity: How Innovation and Improvement Really Happen, 81

Royal Dutch/Shell

case study, 98–100

defining breakthroughs, 25

Royal Order of the Duck, Esso Resources, 68

Royal Philips Electronics, Health Care Solutions Group, 132–133

rules

changing the, 22–23

ideation session ground, 122–125

Russell Athletic, marketing ideas, 46

Ryan, Mary Jean (SSM Healthcare Corporation), fear in the healthcare industry, 56–57

sales

breakthrough strategies, 181

developing customer acceptance, 166

easy credit, 174

increase market share, 14

strategy innovation, 20–23

samples, offering free, 174

savings, measurement of cost, 81

S.C. Johnson & Son meeting ban, 66

Ziploc garbage bags, 168

scanners, fan-beam, 147

Schrage, Michael (MIT Media Laboratory), e-Markets Initiative, 148–149, 151

Schumpeter, Joseph, innovation, 183

scoring, innovation adeptness assessment, 31–32

SecondNature, dog litter systems, 172–173

security, automobile designs, 130

self-evaluation

building the buy-in, 181–182

future mining capability, 114–115

idea management process, 92–96

innovation in your company, 39–42

strategy innovation, 164

Sensor, Gillette’s shaving system, 26, 141

services

as product, 18–19

Progressive Casualty Insurances 1-800-AUTO PRO, 21, 162

value added, 22

sessions, facilitation ideation, 118–120

shelf-life, business models, 152

shifts, radical market environmental, 35–36

“silos”

breaking down, 8, 34

functional and divisional, 41

thinking, 46

skills

exploration of new markets, 120–122

selling to the global economy, 166

skunkworks, programs, 68, 88

Skyline, IDEO toy design unit, 119–120

sleep, workers’ lack of adequate, 121

Sloan Management Review, study of self-described market pioneers, 109

Smith, Fred (FedEx), our natural resistance to innovative thinking, 104

218

Snyder, Nancy (Whirlpool Corporation), innovation program, 91

Solaris™, Sun Microsystems Unix operating system, 143

solutions

finding superior, 141

novel, 46

Sony Corporation of America, BETA videocassette recorders, 111

Southwest Airlines

market positioning, 159

strategy innovation, 22

space, shared, 148

SPARC™, Sun Microsystems microchip, 143

specialists, ideation, 123

specialty stores, competing with category killers, 153

Spencer, Simon (Borg-Warner), Innovation Champion, 13, 41

SSM Healthcare Corporation, fear in the healthcare system, 56–57

staffing

idea management programs, 94

problem-solving styles, 71–72

Stage-Gate, product development process, 144–145

Standard & Poors 1200 Global Stock Index, Most Innovative Companies (MIC), 16

Starbucks Corporation

Frappuccino drink, 72–73

free samples, 174

statements, vision, 107

Stern, Sam and Alan Robinson, Corporate Creativity: How Innovation and Improvement Really Happen, 81

stethoscope, electronic, 132–133

stewardship, rewarding, 86–87

stores, category killer, 153

strategies

filling the idea funnel, 120

generating growth, 155, 158

leadership, 36–54

Mining the Future, 100–114, 101, 171

strategy

leadership, 36–54

learning-driven product development, 146–147

Stage-Gate product development, 144–145

strategy innovation

defined, 20–23

elements, 21

vs. product innovation, 155

Tyson Foods, 156–157

stress, crunch times, 67

study

Association of Managers for Innovation, 58–59

Boston Consulting group s list of the Worlds 25 Most Innovative Companies, 16

cellular phone use by AT&T, 112

company practices in Research Technlogy Management, 100

Corporate Strategy Board, 13–14

growth and profitability by PricewaterhouseCoopers, 50

IBM’s Expanding the Innovation Horizon, 154–155

innovation centers by the Association of Managers for Innovation, 58–59

J.D. Power and Associates, 163

leading innovators by Robert B. Tucker, 101–102

market pioneers by Tellis and Colder, 109

new product and service management by Kuczmarski & Associates, 138–139

219

new product idea sources by Kleinschmidt and Cooper, 127–128

PricewaterhouseCooper on growth stimulation, 15–16

Profit Impact of Market Strategies (PIMS) database, 109

radical innovations by Rensselaer Polytechnic Institute, 27

self-described market pioneers by Shan Management Review, 109

See also case study; surveys

study course, “Inside the Innovation

Elite”, 28

styles, problem-solving, 71–73

success

measuring new product/service “best” vs. “rest”, 138–139

rewarding, 54

study of market pioneer, 109

suggestion programs

employee involvement, 80–82

implementing, 23

summit, Chief Innovation Officer Leadership, AA Sun Microsystems, Solaris Unix operating system, 143

supercenters, vs. specialty stores, 153

suppliers, product ideation involvement, 133–135

support, for new products by management, 139

surveys

Arthur D. Little deriving business value from innovation, 139–140

Boston Consulting Group on innovation spending, 153–154

CEO’s on source of new ideas by IBM, 128

Innovation Network, 77

KAI Inventory, 71–72

supplier-manufacturer relationships by A.T. Kearney, 133

Trek Consulting on responsibilities of innovation chiefs, 42–44

See also case study; study

survival, adapting the enterprise, 155

Sutherland, David, Business Innovation Consortium (BIC), 41–42

Sutton, Robert I., interview with Brendan Boyle, 119–120

systems

dog litter, 172–173

establishing metrics, 49–52

fan-beam scanners, 147

FedEx tracking, 20

GE Medicals CT, 147

GE s digital x-ray, 27

idea management, 78–79, 92–96, 93

idea solicitation, 77

inventory control, 39

legal case-management, 73

personal future-scanning, 101–104

rewards, 52–54

suggestion, 80–82

Sun Microsystems Solaris Unix operating, 143

See also idea management

tactics, Mind Dumpster, 124–125

tasks, customer outsourcing, 160–161

Taylor, Frederick, organizational thinking, 46

team, process design, 75–76

Team Total, launch of Total toothpaste, 179, 181

teams

cross-functional, 147–148

idea selection, 4–5

innovation, 91–92

Investment Opportunity, 87

Kaizen, 82

new venture, 7, 85–87

techniques, ideation, 119–120

220

technology

BMW’s program for integrating new, 105–106

protecting proprietary, 110

teeth-whitening, meeting customer needs, 161–162

television

Hughes Electronics Divisions DIRECTV, 21–22

RCAs color, 113

Tellis, Gerard and Peter Colder, study of market pioneers, 108–109

Terry, Tom (Verizon), CommGuard tool creation, 89

testimonials, personal, 178

testing, beta, 149

thinkers, skeptical, 170

thinking

idea stimuli, 124

natural resistance to innovative, 104

“silo”, 46

3Com, Palo Alto Research Center (PARC), 89 3M Corporation

encouraging risk taking, 56

free time policy, 66

human resources recruiters, 74–75

innovation metrics, 6

policies that encourage new products and services, 50–51, 54

Post-It™ Notes, 23, 60–61, 174, 178–179

Richmond, Virginia Post-It introduction, 60

time, barriers to innovation, 65–68

time out, taking a scheduled, 122

Tomer, Alvin, Future Shock, 168

tools, assessment, 64

toothpaste, Colgate-Palmolive Total, 179–180

Toyota

continuous improvement programs, 83

quality initiatives, 83

Trained Brains, Eureka! Ranch, 124

training

basic creativity, 47

implementation, 48

trends

analyzing, 97–98

missing the big picture, 83

tracking, 101–102

Triclosan, vs. fluoride in toothpaste, 180

Tucker, Robert B., Winning the Innovation Game, 101–102

Tupperware, distribution methods, 163

turnover, of products and services, 15

Tushman, Michael and Charles O’Reilly, Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal, 35

types, innovation, 18–22

Tyson, Donald, Tyson Foods, “Do more with chicken” motto, 156–157

uncertainty factoring in, 147

University of California Santa Barbara, 2

UNIX, Sun Microsystems Solaris operating system, 143

Upper Class, Virgin Atlantic, 160

USA Today, advertiser’s mean time to payback, 172

value

creating new, 159

creating new customer, 17–18, 143–144, 155

delivering, 111

strategy innovation, 22

valve, safety, 94

Vanguard firms. See Innovation Vanguard firms

221

VCRs, Sony’s BETA, 111

vendors, cultivating relationships with, 133–135

Verizon, CommGuard, 88–89

vests, Kevlar, 177

videocassette recorders, Sony’s BETA, 111

views, adopting majority, 70

Virgin Group

employee suggestion programs, 85–87

market positioning, 160

Virgin Bride, 39

Virtual Innovation Agency (VIA), Bavarian Motor Works, 128–129

vision, statements, 107

voice, customer, 144

Volkswagen of America, Beetle, 27

Wal-Mart

business model, 21

new business model, 22

Sam Walton on questioning assumptions, 107

supercenters, 153

Wall Street Journal, upgrade fatigue, 168

wants

anticipating the consumer’s unmet, 161

meeting customer, 159

Warren, Tim (Royal Dutch/Shell), encouraging growth, 98–100

web, prototyping on the, 148

websites, www.innovationresource. com, 28

Webvan, investor’s mean time to payback, 172–173

weddings, Virgin Bride planning services, 39

Whirlpool

chief information officer on innovation, 37–38

Innovation Vanguard Firms, 2

Whirlpool Corporation

Innovation Team for product development, 91–92

Personal Valet, 91, 172

white space, opportunities, 87, 97

WiltonArmatale, new idea programs, 118

Windows 95, beta testing, 149

Winning the Innovation Game (Tucker), study of leading innovators, 101–102

Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal (Tushman and O’Reilly), 35

wisdom, going against conventional, 142–143

workers

knowledge, 65–68

longer hours spent working, 121

suggestion programs, 80–82

temporary, 93

World Wide Web, selling radical new ideas, 112–113

World’s 25 Most Innovative Companies, Boston Consulting group’s list of, 16

Wright, Mark (Bristol-Myers Squibb), targeted idea catalyst campaigns, 126–127

x-rays, GE’s digital, 27

Xerox, Palo Alto Research Center (PARC), 88

Ziploc garbage bags, S.C. Johnson & Son, 168