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PART II: Choosing Between Alternative Governance Models
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PART II: Choosing Between Alternative Governance Models
by Jean-Philippe Deschamps, Beebe Nelson
Innovation Governance: How Top Management Organizes and Mobilizes for Innovation
Cover
Title page
Copyright page
Foreword
Innovation
My Experiences in Leading Innovation
A Rigorous System of Innovation Governance Championed by Innovation Leaders
Preface: Why Should We Pay Attention to Innovation Governance?
Acknowledgments
PART I: Addressing the Innovation Governance Challenge
CHAPTER 1: What is Innovation Governance?
The Innovation Management Challenge
Defining Innovation Governance
What Does Innovation Governance Entail in Practice?
CHAPTER 2: Governing Innovation in Practice: The Role of the Board of Directors
Clarifying the Scope of the Board's Role in Innovation
Reviewing the Company's Innovation Strategy
Reviewing and Nominating the CEO and Top Management
Selecting and Developing the Board for an Innovation Focus
CHAPTER 3: Governing Innovation in Practice: The Role of the Top Management Team
Setting an Overall Frame for Innovation
Defining How to Generate Value from Innovation
Choosing an Innovation Governance Model
Establishing Innovation Priorities and Allocating Resources
Overcoming Obstacles and Building a Favorable Innovation Environment
Monitoring and Evaluating Results
In Conclusion: A Call for Action
PART II: Choosing Between Alternative Governance Models
CHAPTER 4: Why Focus on Innovation Governance Models?
Why Do Companies Need an Innovation Governance Model?
What are the Key Elements of an Innovation Governance Model?
The Governance System and an Explicit Constitution
What Models Do Companies Use?
CHAPTER 5: Innovation Governance Models
Innovative Companies Deploy a Range of Governance Mechanisms
The Most Widely Used Innovation Governance Models
The Top Management Team (or a Subset of It) as a Group
The CEO or Group/Division President (in Multi-Business Corporations)
The High-level, Cross-functional Innovation Steering Group or Board
The CTO or CRO as the Ultimate Innovation Champion
The Dedicated Innovation Manager or Chief Innovation Officer
A Group of Innovation Champions
The Duo (Complementary Two-person Team)
No One in Charge
Combinations of Primary and Supporting Models
Additional Innovation-supporting Mechanisms
CHAPTER 6: Which Models Seem to Work and Why?
Does Innovation Governance Work Satisfactorily?
Are Some Models More Effective than Others?
So Why are Many Governance Models Deemed Unsatisfactory?
PART III: Learning from the Field
CHAPTER 7: Leading from the Top: Example 1 – IBM's Innovation Governance Model: A Succession of CEOs Oversees “Continuous Transformation”
Big Blue
IBM's Model of Innovation through “Continuous Transformation”
Governance as “Managed Anarchy”
Embedding Discipline within Anarchy
Learning from IBM
CHAPTER 8: Leading from the Top: Example 2 – Corning's Innovation Governance Model: Two Executive Councils Execute Hands-on Governance
Corning's Evolution: A Glass Factory Becomes a World Leader in Innovation
The Ages of Corning: A History of Supple Governance
Defining the Core
From Success to Crisis: The Dot-com Downturn
Building a Structure for Effective Governance
Governing Corning's Medium-term Growth: The GEC
Governing Long-term Growth: The CTC
Going Outside-In to Find What's Next
Corning's Innovation Recipe
Patient Money: Investing for the Future
The Role of Information in Governing Innovation
Constantly Evolving Innovation Practices
Looking to the Future
How Will the Governance of Innovation Stay Fresh?
CHAPTER 9: Appointing Individual Innovation Champions: Example 1 – Nestlé's Innovation Governance Model: CTO in Partnership with Business Heads
The World's Leading Nutrition, Health, and Wellness Company
Governing Innovation at Nestlé: The Nespresso Breakthrough Example
Leveraging Nespresso: The Creation of an Incubator for Beverage Systems
Nestlé's Strong Top Management Involvement in Innovation
Linking R&D to Innovation: The Key Role of the CTO
Addressing Nestlé's Critical Innovation Challenges
CHAPTER 10: Appointing Individual Innovation Champions: Example 2 – DSM's Innovation Governance Model: The Entrepreneurial CIO
Going through Decades of Transformation at DSM
Starting an Innovation Drive to Improve Innovation Excellence
Restructuring the Management of Technology and R&D
Mobilizing Innovators in Business Groups
Building a New Business Creation Infrastructure
Showing the Way at the Top
DSM's Outlook and Challenges: A Continued Focus on Innovation
CHAPTER 11: Setting up a Collective Governance System: Example – Tetra Pak's Innovation Governance Model: High-level Cross-functional Steering Groups
Innovation Governance – Stage 1: Predominance of the Owners
Innovation Governance – Stage 2: Focus on Processes
Innovation Governance – Stage 3: Empowering Management through Councils
Finding a New Balance between Creativity and Discipline
Exploring New Business Development Opportunities
Addressing Future Innovation Challenges
Drawing the Lessons
PART IV: Designing Your Own Governance System and Making It Work
CHAPTER 12: Getting Started: How Michelin has Rethought its Governance Model
A Long History of Innovation in Transportation
Refocusing on Incremental Innovation, Emerging Markets, and Profitability
Taking the Helm and Refocusing on Product and Market Leadership
Setting Up a Corporate Innovation Board (CIB)
Setting Up Other Elements of the Innovation Ecosystem
Anticipating the Next Steps
Going Public and Maintaining the Effort
CHAPTER 13: Recognizing the Imperatives for an Effective Governance System
Commitment and Engagement of the CEO and Top Management Team
Breadth and Depth in the Scope or Coverage of the Model
Independence of the Model with Regard to the Unique Talents of One Individual
Ability of the Model to Gather Support from the Organization
Inclusion of Checks and Balances and a Focus on Continuous Improvement
Robustness of the Model vis-à-vis External Pressures and Crises
Capacity of the Model to Evolve, Enlarge its Scope, and Grow with the Company
Clarity and Accessibility of the Governance Model for the Board of Directors
Auditing the Company's Innovation Governance Activities
CHAPTER 14: Aligning Individual and Collective Innovation Leadership
Do You Meet the Main Leadership Imperatives of Innovation?
What is Your Own Leadership Model?
What is Your Own Innate Leadership Style?
How Do You Leverage Individual Talents to Create Effective Innovation Teams?
Aligning Leadership and Innovation Governance
Appendix: Examples of Tasks and Initiatives to Support Innovation
1. Diagnostic and Continuous Improvement
2. Innovation Vision and Strategy
3. Innovation Content Management
4. Innovation Process Management
5. Organization and Infrastructure
6. Competencies and Attitudes
7. Climate and Culture
8. Allocation of Specific Management Responsibilities
Index
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CHAPTER 3: Governing Innovation in Practice: The Role of the Top Management Team
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CHAPTER 4: Why Focus on Innovation Governance Models?
PART II
Choosing Between Alternative Governance Models
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