INDEX
Ackermann, Ron, 87
Agenda setting (see Senior leaders)
Ahlström, 105
AkzoNobel, 61–62
Allianz, 131–138
evolution of innovation system at, 135–137
frontline innovators at, 133–134
midlevel coaches at, 134–138
Allianz Consulting, 138
Allianz Life Insurance, 137
Allison, Richard E., Jr., 224, 228
Alper, Cenk, 75–84
Altshuller, Genrich, 37
The Amazing Spider-Man (movie), 193
Ambassador Network (Bayer), 180
Ambassador program (Starwood), 118–119
Ambidextrous organizations, 25
ArcelorMittal, 55
Aristotle, 229
Assumptions, questioning and challenging, xix
Avengers: Endgame (movie), 193–194, 215
Avengers: Infinity War (movie), 193
Bachler, Christian, 103–104, 106
Barrera, Kristen, 49
Barriers to innovation, 51–53
BASF, 3–22
breakthroughs by, 12–16
business model innovation at, 16–20
corporate strategy statement of, 10–11
creation at, 71
culture of innovation at, 21–22
customer focus of, 10–12
Help Our Customers to Be More Successful program of, 6–7
history of innovation at, 3–4
“inside-out” strengths of, 6
new perspectives for, 5–10
senior leaders at, 163–165
BASF Polyurethanes, 7
Basketball, 86
Bayer, 169–190
Ambassador Network of, 180
Catalyst Fund at, 184–185
dual structure of, 171–173
I-Coaches at, 176–183, 186–188
innovating engine of, 43, 44, 173–176
lessons from, 185–190
WeSolve forum at, 43, 44, 173–176, 188
Becher, Jonathan, 140, 151, 152–154, 156, 159
Bekhaert, 75
Best ideas:
presenting and selling, 210–211
selecting and fast-prototyping, 209–210
Bezos, Jeff, xix
Black Panther (movie), 193
Blade (movie), 192
at Allianz, 131
at Fiskars, 93
tools and techniques for, 195–196
Blue Ocean Strategy (Kim and Mauborgne), 195
Blue Ocean Strategy Institute, 195
B-MATCH, 144–146
Bonvoy app (Marriott), 119
Boston Consulting Group, 197
Brandenburger, Adam, 34
Bridges, Jeff, 193
Bridgestone, 76
Brown, Anthony, 86
Bruk innovation hub (Fiskars), 181
Buddies Forever program (Kordsa), 81
Built to Innovate (BTI):
framework of, xvii–xviii, 99–106, 232
seven-step process of, 197–213 (See also Seven-Step Innovating Process)
and traits of organizations, xviii–xix
Business model innovation:
at BASF, 16–20
for competitive adaptation, 20
nonhierarchical management structure, 30–31, 120–126
by Recruit Holdings, 141
at San Jose Sharks, 153
time required for, 19
Buyer Utility Map, 204
California Pizza Kitchen, 227
Çalişkan, Ali, 78–79
Call for Code Global Initiative (IBM), 140
Campbell, Paul, 60
Candid, 64
Cannibalization, fear of, 52
Captain America: Civil War (movie), 193
Carendi, Jan, 131–132, 135, 136
Catalyst Fund (Bayer), 184–185
CATALYST program (Bayer), 182
Cement industry, 53–56, 160 (See also Ecocem)
Centers for Disease Control and Prevention (CDC), 88, 89
charity: water, 62–64
Chemical industry, 4
Chief Reframing Officers, 158
Choosing subject for innovating (step 1), 198, 199
Christensen, Clayton, 197
CIMs (see Customer interaction models)
Circular economy, 107
Coaching innovation (see Midlevel coaches)
Cocreating with customers/stakeholders, 58–61
Codifying supplier-side view of subject (step 3), 201–202
Collaboration:
at Allianz, 136
at Domino’s, 221–222
by W. L. Gore, 58–61
“Collective genius,” xix
“Collective intelligence” training (Ecocem), 162
Commitments, for project team members, 201
Competitive adaptation, business model innovation for, 20
Concrete, 53
Construction industry, 55–56
Continuous innovating, 226 (See also Innovating habit)
Corporate (organizational) culture(s):
of Bayer, 185–186
in cement industry, 160
of IBM, 139
for innovation, 5
insular, 6
as lever of control, 158
of Netflix, 127
of Recruit Holdings, 143
in sports industry, 152
“traditionalist,” 152
of W. L. Gore, 29–30
(See also Culture of innovating)
Corporate strategy statement, of BASF, 10–11
Corporate structure (see Governance and coordination structure; Management style/structure)
Couture, Logan, 151
COVID-19 pandemic, 44
Bayer’s online innovation during, 185
Domino’s initiatives during, 227–229
hockey fan involvement during, 154–156
and IBM Call for Code, 140
restaurants affected by, 227
Creating innovative ideas, 191–216
BTI seven-step process for, 197–213
at Marvel Comics, 191–192
at Marvel Studios, 192–194, 213–216
and sources of great ideas, 194–197
Creation:
at Fiskars, 100–104
frontline innovators’ role in, 115–116
as key process of innovating, xv–xviii, 70–71
at Kordsa, 79–81
at levels of the organization, xvii–xviii
as simultaneous, overlapping, and mutually influencing with other processes, 99–100
at YMCA, 85–89
Creative Committee (Marvel), 193, 213
CSI, 141
Culture, corporate (see Corporate (organizational) culture(s))
Culture of innovating:
at BASF, 21–22
at Bayer, 188–189
at Ecocem, 160–163
to nurture attitudes for innovating, 5
at San Jose Sharks, 150–156
Customer(s):
BASF’s cocreation with, 11–16
insulation from, 51
internal and external, 62
new products or services for, 194–195
perspective of (see Customer-side view)
silence of, 52
types of, 7–9
Customer experience:
improving, 198
understanding, 202–207
Customer insight groups, at Fiskars, 101–102
Customer interaction models (CIMs), 7–9, 16–17, 19
Customer intimacy, in fueling innovation, 117–120
Customer Utility Table (CUT), 204–206, 208–209, 212
Customer-side view, 50–65
at AkzoNobel, 61–62
barriers to achieving, 51–53
at BASF, 10–12
at charity: water, 62–64
cocreating with customers/stakeholders, 58–61
at Ecocem, 53–58
for military suppliers, 48–50
at San Jose Sharks, 153–154
supplier-side view vs., 50
at W. L. Gore’s Innovation Center, 58–61
CUT (see Customer Utility Table)
Dabble Time (W. L. Gore), 24, 28–29, 59, 71–72
Delmoitiez, Jacques, 7
Diabetes Prevention Program (YMCA), 87–89
Digital technologies:
Allianz’s use of, 137
Domino’s use of, 222–223
Recruit Holdings’ use of, 142
Disney+, 215
Diversity, on project team, 200
Dollars to Projects program (charity: water), 63
Domino’s Pizza:
growth of, 225
innovating habit at, 220–229
Donor-customers, 63–64
DoorDash, 228
Downey, Robert, Jr., 193
Dual systems, 171–172
Dupont, 74
Eccrine systems, 49–50
Ecocem:
customer-side and noncustomers view at, 53–58
exploration of noncustomer space by, 209
return on innovating investment at, 161
senior leaders at, 159–163
Emerging Business Opportunity system (IBM), 139–140
Environmental trends:
Ecocem’s response to, 55–58
and Fiskars’ Vintage Service project, 106–108
large, successful businesses’ response to, 54
Episcopal Charities of New York, 64
Eskolin, Lotta, 108
as about the company’s present, 69
building innovating engine in parallel to, 188–189
contributors to, 69–70
focus of, 189
and freedom from rules, 127
frontline workers in, 115
innovating engine vs., 26, 27, 50, 70
management structure for, 128–129
mindset of, 25–26
proportional size of innovating engine and, 122
purpose of, 25
siloed operation of, 72
supplier-side view in, 50
Exploring noncustomer space (step 5), 207–209
External customers, 62
Ezoe, Hiromasa, 142–143
Facebook, xii
Fast Company, 225
Fast sessions, at Bayer, 179–180
Fast-prototyping:
at Bayer, 182–183
of best ideas, 209–210
Fatura, John, 20
Fear of cannibalization, 52
Feige, Kevin, 192, 194, 213, 215
Feldman, John, 164
Ferrari, 96
Fiskars Corporation, 91–108
acquisitions of, 92–93
Ambassador system of, 98–99
Bruk innovating unit at, 181
BTI framework at, 99–106
exploration of noncustomer space by, 207
Go-To-Market units at, 97–99
innovating engine at, 92–99
products of, 91–92
Red Dot award for, 96
reframing with global mindset at, 106–108
Waterwheel of, 94–96
Five Forces Model, 197
Five-Year Innovation Master Plan (Fiskars), 103
Fortune Best Companies to Work For, 33
Forum event (Recruit Holdings), 143–144
Frontline innovators, xvii, 113–130
at Allianz, 133–134
in creation process, 71, 115–116
defined, 115
at Domino’s, 224
at GitHub, 122–123
innovating processes for, xvii–xviii
at Marriott International, 117, 119–120
at Menlo Associates, 122
at Netflix, 126–128
and nonhierarchical management structure, 120–126
providing freedom to, 158–159
in small startup companies, 120–121
at Valve Corporation, 123–125, 128–129
at W. L. Gore, 121–122
Frontline workers:
in execution engine, 115
inspiring everyone in company to behave like, 121
lack of respect for, 116
Funding:
Bayer Catalyst Fund system, 184–185
two-track, 63–64
GE, 74
GitHub, 122–123
Glassdoor, 141
Global mindset, reframing with, 106–108
Goals, for project team, 200
Gore, Bob, 23
Gore, Genevieve (Vieve), 23, 30
Gore, Wilbert (Bill), 23, 24, 30
Governance and coordination structure, 169–190
at Bayer, 169–190
to nurture innovating habit, 219–230
and Seven-Step Innovating Process, 197–213
Government agencies, xiv
failure to innovate in, 47–48
The Pentagon, 47–51
Granlund, Tomas, 181
Grubhub, 228
Haatainen, Nora, 107
Hall, Maria Beloso, 162
Hands-on creativity (see Frontline innovators)
Harrison, Scott, 63–64
Harvey, Wade, 134
Hastings, Reed, 126–127
Help Our Customers to Be More Successful (BASF), 6–7
Hewlett-Packard, 29
Hierarchical, rule-based management, 126–129, 177, 178
Horizontal network, at Bayer, 172–173
Howard the Duck (movie), 192
Human resources (HR) professionals, innovation initiatives run by, 164
IBM:
midlevel coaches at, 138–141
reframing by, 139
I-Coaches (innovating coaches), at Bayer, 176–183, 186–188
I-Committee (innovating committee), at Bayer, 176–179, 186, 188
I-Coordinator (innovating coordinator), at Bayer, 176–178, 183, 184
Idea Days (Fiskars), 103
Ideas to Success (Allianz), 134–135, 137
Iittala, 93
Ikea, 203
Indeed, 141
Innovating, x
by anyone, anytime, anywhere, 22, 176
building execution engines in parallel to, 188–189
defined, xi
elements needed for, 132
as a habit, xi (See also Innovating habit)
innovation vs., x
key processes of, xiv–xviii
methodologies for, 38–39, 194–197
Innovating ecosystem, 61–62
Innovating engine(s), x, 24–28
as about company’s future, 69
building (see Processes of innovating)
contributors to, 69–70
customer-side view in, 50–51
execution engines vs., 26, 27, 50, 70
focus of, 189
forms and evolution of, 42–45
freedom of, 33
frontline workers in, 115
jump-starting, 157–159
locations of, 43–44
mindset of, 26
noncustomers perspective in, 50–51
proportional size of execution engines and, 122
purpose of, 25
roles in, xii–xiii, xvii–xviii
of Samsung, 36–42
systematizing working of, 28
(See also individual companies)
Innovating habit, 219–230
at AkzoNobel, 61–62
at BASF, 3–22
at charity: water, 62–64
customer-side views in, 50–65
at Domino’s Pizza, 220–229
at Ecocem, 53–58
at the Pentagon, 47–51
at Samsung, 36–42
and supplier-side view, 47–50
Innovating team, at Ecocem, 56–57
Innovation:
defined, x–xi
by government agencies, 47–48
incentivizing, 187
innovating vs., x
levers of, 157–159
Innovation Center (W. L. Gore), 59–61
Innovation coordinators (Allianz), 133–134, 179
“Innovation days,” 61
Innovation Funnel (Sabancı Group), 181
Innovation funnel, at W. L. Gore, 32
Innovation Garage (Domino’s), 226
Innovations Days (Bayer), 180
Inspiring creativity and initiative, xviii–xix
Insulation from customers, 51
Insurance industry, 132
Integration:
at Fiskars, 104–105
as key process of innovating, xv–xviii, 70–72
at Kordsa, 81–83
at levels of the organization, xvii–xviii
as simultaneous, overlapping, and mutually influencing with other processes, 99–100
at YMCA, 85–89
Internal customers, 62
Internal technology center (Kordsa), 76
Iron Man (movie), 193
I-Team (innovating team), xiii, xiv
composition of, 176
I-Trainers, 177–179
Jobs, Steve, xix
Job(s)-To-Be-Done framework, 197, 202–205, 207–208
Joy, Inc. (Sheridan), 122
Kelley, David, 210
Kelley, Tom, 210
Khalil, Laura, 224–225
Kim, Hyo June, 38
Kim, W. Chan, 38, 39, 195, 196, 204
Kimetto, Dennis, 14
Kloeckner,Kristof, 139
Kordsa:
new identity for, 84
processes of innovating at, 79–84
triggering innovation at, 73–79
understanding of customers at, 206–207
Kotter, John, 171
Kruithof, Klaas, 61
Kumar, Vijar, 196
Lean Startup, at Bayer, 182, 184
Learning, organizational, xix
Lessl, Monika, 170–172, 176, 177, 182, 185, 186, 190
Levers of innovation, 157–159
Lewis, Michael, 152
Lockwood, Thomas, 196
Longjohn, Matt, 87–88
Looking for ideas, xi
Low-hierarchy, maximal freedom model, 121, 122, 127–129
Maddock Douglas, 29
Maeda, Ryo, 145–146
Malard, Emmanuel, 41
Maloney, Dennis, 220, 222, 226
Management style/structure:
for execution engines, 128–129
hierarchical, 126–129, 177, 178
nonhierarchical, 30–31, 120–126, 177, 178
Marriott International, 117, 119–120
Marvel Comics, 191–192
Marvel Studios:
creating innovative ideas at, 192–194
future of, 215–216
Seven-Step Innovating Process at, 213–215
Masalin, Petteri (Pepe), 94–96, 103
Mauborgne, Renée, 38, 39, 195, 196, 204
Men in Black (movie), 192
Menlo Associates, 122
Mercedes-Benz, 19
Methodologies for innovating, 38–39, 194–197
Meyer, Erin, 126
Microsoft, 123
Midlevel coaches, xvii, 131–147
at Allianz, 131–138
at IBM, 138–141
innovating processes for, xvii–xviii
in integration process, 72
providing freedom to, 158–159
at Recruit Holdings, 141–146
seven-step process implementation by, 212
unique job of, 146–147
Mindset:
of execution engine, 25–26
of innovating engine, 26
Modeling, by senior leaders, 163–165
Moneyball (Lewis), 152
Moray Medical, 60–61
Multidisciplinary networks, 72
Multidisciplinary teams, 123
Muro, Masami, 145–146
Naismith, James, 86
National Center for Medical Readiness, Wright State University, 48
National Hockey League (NHL):
business challenges in, 149–150
San Jose Sharks, 150–156
Netflix, 126–128
New ideas, xi
evaluating, selecting, supporting, developing, and channeling (see Integration)
generating (see Creating innovative ideas; Creation)
posted in forums, 174
probing questions about (see Reframing)
sources of, 194–197
Newell, Gabe, 123
NHL (see National Hockey League)
Nintendo, 207–208
No Rules Rules (Hastings and Meyer), 126, 127
Noncustomers:
defining, 62–63
at Ecocem, 53–58
exploring space of, 207–209
failure to consider, 52
Fiskars’ understanding of, 93–94
perspective of, 50–51
role of, 50
Nonhierarchical management structure, 30–31, 120–126, 177, 178
Nonprofit organizations, xiv, 62–64 (See also individual organizations)
Not-invented-here syndrome, 51–52
NPC International, 227
Nuro, 226
Open allocation style, 31
Operation Tech Warrior, 49–50
Organizational culture (see Corporate culture(s))
Organizational learning, integrated process of, xix
Organizational processes, as lever of control, 158
Organizational structure:
lattice, 30–31
as lever of control, 157–158
nonhierarchical, 120–126
Organizations built to innovate, traits of, xviii–xix
Organizing project team (step 2), 199–201
O’Riain, Donal, 55–57, 160–162
Ouyeder, Ouelid, 185
Paint the Future (AkzoNobel), 61–62
Papa John’s, 228
Partnerships with customers/stakeholders, 58–61
Pathfinder system (BASF), 9, 21
The Pentagon, 47–51
Permission to innovate, 79
Perspectives initiative (BASF), 7–11, 16–18, 21, 163, 164
P&G (Procter & Gamble), 15–16, 61
Pixar Animation Studios, xix, 215
Pizza Hut, 228
Porter, Michael, 197
Portland cement, 54
Pratt, Robyn, 114
Presenting and selling best idea (step 7), 210–211
Prissok, Frank, 12–13
Processes, for project team, 201
Processes of innovating, xiv–xviii, 69–90
in BTI framework, xvii–xviii, 99–106
at Fiskars, 91–108
integration in, xv–xviii, 70–72
at Kordsa, 73–84
reframing in, xv–xviii, 70, 72–73
as simultaneous, overlapping, and mutually influencing, 99–100
at YMCA, 85–89
(See also Seven-Step Innovating Process; individual processes)
Procter & Gamble (P&G), 15–16, 61
Product Portfolio Matrix, 197
Professional sports:
competitiveness in, 149
during COVID-19 pandemic, 154–156
(See also National Hockey League [NHL])
Project team:
diversity on, 200
organizing, 199–201
Prototyping:
at Bayer, 182–183
fast-prototyping best ideas, 209–210
at Kordsa, 77
at W. L. Gore Innovation Center, 59
Punisher (movie), 192
Quality Function Deployment (QFD) matrix, 104
Real, Win, Worth process (W. L. Gore), 32, 33, 71–72
Recruit Holdings, 141–142
exploration of noncustomer space by, 208
midlevel coaches at, 141–146
Reframing:
at Fiskars, 105–108
with global mindset, 106–108
at IBM, 139
as key process of innovating, xv–xviii, 70, 72–73
at levels of the organization, xvii–xviii
at Marvel Studios, 213–215
at Recruit Holdings, 142
as simultaneous, overlapping, and mutually influencing with other processes, 99–100
at YMCA, 85–89
Ries, Eric, 182
Ring system (Recruit Holdings), 143
Roles in innovating, xii–xiii, xvii–xviii
frontline innovators, 113–130
midlevel coaches, 131–147
on project team, 200
senior leaders, 149–165
(See also individual roles)
Royal Copenhagen, 93
Royal Doulton, 93
Rules of engagement, for project team, 200
Rusanowsky, Dan, 156
Sabancı Group, 73–74, 78, 84, 180–181
Sabancı Industrials Group, 81–82
Samsung:
early innovation efforts of, 36
innovating engine at, 36–42
innovative marketing by, 41
San Francisco Golden Seals, 150
SAP, 151
Schmidt, Michael-Georg, 19, 21
Selecting and fast-prototyping best ideas (step 6), 209–210
Selling best ideas, 210–211
at BASF, 163–165
at Ecocem, 159–163
at Fiskars, 103–106
innovating processes for, xvii–xviii
levers of innovation controlled by, 157–159
modeling by, 163–165
in National Hockey League, 149–150
in reframing process, 73
at San Jose Sharks, 150–156
Seven-Step Innovating Process, 195–213, 227
choosing subject for innovating (step 1), 198, 199
codifying supplier-side view of subject (step 3), 201–202
exploring noncustomer space (step 5), 207–209
at Marvel Studios, 213–216
organizing project team (step 2), 199–201
presenting and selling best idea (step 7), 210–211
selecting and fast-prototyping best ideas (step 6), 209–210
understanding customer experience (step 4), 202–207
ways of using, 211–213
Sheraton Hotels, 206
Sheridan, Richard, 122
Silence of the customer, 52
Silos, 72
SIT (Systematic Inventive Thinking), 179, 196
Six Paths Analysis, 207–209, 214
Small startup companies, frontline innovators in, 120–121
Social media, as arena for innovation, 117–118
Solomon R. Guggenheim Museum, 16
Sony, 192
Sources of great ideas, 194–197
Sports industry, 152
Staffmark Group, 141
Stage-gate system, 81
Startup companies, frontline innovators in, 120–121
Starwood:
Ambassador program of, 118–119
frontline innovators at, 113–115, 117–119
social media use by, 117–118
understanding of customers at, 206
Steam, 125
Stuart, Harborne, 34
Subject for innovating, choosing, 198, 199
Success-driven inertia, 51
Sullivan, Thomas Valentine, 85
Supplier-side view:
codifying, 201–202
customer-side view vs., 50
in government agencies, 47–50
Systematic innovating, xi
Systematic Inventive Thinking (SIT), 179, 196
Tech Warrior Enterprise, 48–50
A Technique for Producing Ideas (Young), 196
Technology companies, 138
Technology subcommittee (Ecocem), 160–162
Thorwöste, Peter, 92
Tierney, Mark, 49–50
Total process management (TPM), 79
Traditional hierarchies and rules, 126–129
“Traditionalists,” 152
Trill, Henning, 170, 172–175, 187, 188
TRIZ problem solving system, 37–39, 196
Twentieth Century Fox, 192
Understanding customer experience (step 4), 202–207
Unified Structured Inventive Thinking (USIT), 196
Universal, 192
US military:
innovation in the, 47–48
Pentagon initiatives, 47–51
USIT (Unified Structured Inventive Thinking), 196
Vallo, Martin, 13
Value curve, 93–94
Value for the company, in Value Test, 34, 35
Value for the customer, in Value Test, 34, 35
Value Innovation, 195
Value Innovation Program (VIP) Center (Samsung), 39–42
Value Test at, 33–35
Values, for project team, 200
Valve Corporation:
frontline innovators at, 123–125, 128–129
nonhierarchical structure of, 123–125
open allocation style at, 31
Valve Handbook for New Employees, 124–125
Vintage Service (Fiskars), 106–108
VIP (Value Innovation Program) Center (Samsung), 39–42
Visual Fair, 211
Vondrasek, Mark, 118–119
W. L. Gore, 23–35
core beliefs and guiding principles of, 29–30
embedding of innovating at, 28–33
execution engine at, 24–28
frontline innovators at, 121–122
history of innovation at, 23–24
innovating engine at, 24–28, 43
Innovation Center of, 58–61
integration at, 71–72
Real, Win, Worth process of, 32, 33, 71–72
and Value Test, 33–35
Walt Disney Company, 42–43
Waterford, 93
Wedgwood, 93
WeIdeate (Bayer), 174
The Well (charity: water), 63–64
WeSolve (Bayer), 43, 44, 173–176, 188
Wheeler, Doug, 16
Williams, George, 85
Willingness to pay, in Value Test, 34–35
Wilson, Doug, 156
WWRD group, 93
X-teams (Sabancı Group), 180–181
YMCA, 85–89
Young, James Webb, 196
Young Men’s Christian Association, 85
YOUR24 program (Starwood), 119
Yu, Howard, 143
Yun Jong Yong, 36
Zedelius, Werner, 132–133
Zehme, Oliver, 97–99