PART IV: Designing Your Own Governance System and Making It Work
by Jean-Philippe Deschamps, Beebe Nelson
Innovation Governance: How Top Management Organizes and Mobilizes for Innovation
- Cover
- Title page
- Copyright page
- Foreword
- Preface: Why Should We Pay Attention to Innovation Governance?
- Acknowledgments
- PART I: Addressing the Innovation Governance Challenge
- CHAPTER 1: What is Innovation Governance?
- CHAPTER 2: Governing Innovation in Practice: The Role of the Board of Directors
- 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?
- 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?
- 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”
- 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
- CHAPTER 12: Getting Started: How Michelin has Rethought its Governance Model
- Appendix: Examples of Tasks and Initiatives to Support Innovation
- Index
PART IV
Designing Your Own Governance System and Making It Work
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