Index
Please note that index links point to page beginnings from the print edition. Locations are approximate in e-readers, and you may need to page down one or more times after clicking a link to get to the indexed material.
Abercrombie & Fitch, 47
action, 140
adjacencies, 59
Adner, Ron, 156-157
Amabile, Teresa, 146-147
The Art of Innovation (Kelley), 118
Batchelor, Charles, 8
Battling the Corporate Machine, 74
behavior, 140
Being the Boss (Hill and Lineback), 120, 127
benchmarks, 52
BenQ Corporation, 62
Berners-Lee, Tim, 163
big organizations, innovation in, 69-74
Big Think Strategy (Schmitt), 46, 50-51
Birkinshaw, Julian, 17, 56, 97-98, 111
Blizzard Entertainment, 38-39
Blue Ocean Strategy (Kim and Mauborgne), 129-130
Bower, Joseph, 20-21
Brown, Tim, 11
business, and innovation, 3-5
business model innovation, 137-138, 139
business models, conflicting, 134-136
cell phones, 13
Cerf, Vincent, 163
Chandler, Alfred, 14
Chery, 28
Chesbrough, Henry, 14-15, 17, 61, 63-64
Christensen, Clay, 16
biography, 19-20
ideas, 20-24
Q & A, 24-33
Cinnamon Club, 79-81
Clever (Goffee and Jones), 114
climate change, 162-163
Clinton, William (Bill), 162
defined, 41
example, 41-42
Collision Course, 73-74
commercialization, 134
and innovation, 10-12
Competing for the Future (Prahalad and Hamel), 35-36, 97
computer industry, 21
consumers, needs of, 59
core competencies, 35
Cradle to Cradle (McDonough and Braungart), 151
cradle-to-cradle, 151-155
creative destruction, 5-6
Csíkszentmihályi, Mihaly, 114-115
cultural differences, 47-48
cultural transformations, 93-94
customer experience management, 47-49
customers
data about, 76-77
innovation with, 46-53
day-to-day execution, 86-87
Deming, W. Edwards, 108
Desso, 152-155
Digital Equipment, 21
discontinuous innovation, 2-3
disruptive innovation, 13, 15, 23-24
defined, 25-27
and education, 30-31
and healthcare, 30-31
disruptive technologies, 20-21
doing things differently, 6
drastic action, 131-132
economic progress, and management innovation, 101-102
Edison, Thomas Alva, 6-10, 107
education, and disruptive innovation, 30-31
efficiency, vs. innovation, 82-83
efficiency innovation, 13
See also steady-state innovation
efficiency trap, 150
Einstein, Albert, 127
employee engagement, 146
employee-focused problem solving, 107-108
The End of Management (Hamel), 103
execution, types of, 86-87
fair process, 130
fashion, 13
fast fashion, 13
Fast Second (Markides and Geroski), 10
fast seconds, 133-134
fear of failure, 74-76
financial analysis, misapplied measures of, 32
first-mover advantage, 133
Florida, Richard, 163
flow, 114-115
Ford, 28
redesign of River Rouge facility, 152
Ford, Henry, 111
The Fortune at the Bottom of the Pyramid (Prahalad), 36
Fuji, 12
The Future of Competition (Prahalad and Ramaswamy), 36
Gandhi, Mahatma, 45
Gardner, Howard, 127
General Electric, 88-89, 92-96
and management innovation, 98
and Thomas Edison, 107
Geroski, Paul, 10
Getzels, Jacob, 122
Ghemawat, Pankaj, 163
global mindset, 94-95
global network institutions, 161
Global Solution Networks, 158
Goffee, Rob, 114
governance networks, 160
Govindarajan, Vijay, 81, 88-89
Q & A, 104-110
Hancock, Heather, 149-150
healthcare
co-creation, 42-44
and disruptive innovation, 30-31
growing availability of personal data, 39
Hill, Linda, 120-127
Hyundai, 28
IBM, 21
ideas, 143
implementation, 138-140
incrementalism, 99-100
Industrial Revolution, 5-6
inner work life, 147
Innosight, 20
innovation
and business, 3-5
business model innovation, 137-138, 139
and commercialization, 10-12
with customers, 46-53
discontinuous innovation, 2-3
disruptive innovation, 13, 15, 23-27, 30-31
vs. efficiency, 82-83
efficiency innovation, 13
leading innovation, 17, 113-117, 127
management innovation, 17, 97-99
vs. management innovation, 105-106
management innovation, 105-108
open innovation, 17, 56-65, 108
and organizational environment, 141
organizing for, 117-119
principles that allow large organizations to deliver on, 83-84
process innovation, 139
and R&D, 10-11
radical product innovation, 138
steady-state innovation, 16
sustaining innovation, 13
teaching, 87
technological innovation, 139
why innovation should come before strategy, 137
why it matters, 1-3
innovation execution, 86-87
innovator, defined, 142
innovator’s dilemma, 16, 21-24, 27-28
The Innovator’s Dilemma (Christensen), 20
Intel, 28-30
Invisible Children, 159
invisible hand, 5
Ioannou, Ioannis, 148, 150-151, 155
Isaacson, Walter, 23
Jobs, Steve, 23
Jones, Gareth, 114
Jones, Reg, 95
Kelley, David, 117
Kia, 28
Kim, W. Chan, 129-130
Kingdon, Matt, 66-67
Q & A, 67-78
knowledge networks, 160
Kony, Joseph, 159
Kony 2012, 159
Kramer, Steven, 146-147
Kranendijk, Stef, 152-155
Krishnan, M.S., 39
Kruesi, John, 8
leadership, 45-46, 52-53, 123-127
and the performance engine, 84-85
leading change, vs. leading innovation, 127
leading innovation, 17
by creating open spaces, 114-117
vs. leading change, 127
overview, 113-114
Leading the Revolution (Hamel), 103
Lefferts, Marshall, 8
Making It Real, 72-73
management
ceasing to evolve, 110
rescuing, 110-111
management as a technology, 104-105, 109
management innovation, 17, 97-98
examples, 107-108
General Electric, 98
ingredients, 98-99
vs. innovation, 105-106
Management Innovation Lab, 105
marginal costs, 32
Markides, Constantinos, 10
Markides, Constantinos (Costas), 88, 131-136
Q & A, 136-143
mass production, 11-12
Mauborgne, Renée, 129-131
McDonough, William, 151
Mercedes, 28
metrics, 100
MLab, 105
Moggridge, Bill, 117
moral authority, 46
motivation, 31
Motorola, 62
nation-states, 161-163
Neelands, Jonothan, 6, 114-117
The New Age of Innovation (Prahalad and Krishnan), 39-40
New York Times Company, 82
Nintendo, 135
nonnegotiables, 45-46
nuclear-reactor industry, and open innovation, 64
Nuttall, Mike, 117
Open Business Models (Chesbrough), 64
and business sectors, 62-63
industries that haven’t migrated to open innovation, 64-65
and Procter & Gamble, 56-60
today, 63-64
Open Innovation (Chesbrough), 63
Open Services Innovation (Chesbrough), 64
open spaces, 114-117
open-mindedness, 65
organizational environment
and innovation, 141
thinking outside the organizational box, 142-143
organizational life, 146-147
organizing for innovation, 117-119
original-design manufacturers (ODMs), 62
outside-industry benchmarking, 52
outsourcing, 63
performance engine, 84
and leadership, 84-85
personal data, growing availability of, 39
Peters, Tom, 117
pharmaceutical industry, 13
challenges of R&D, 55-56
platforms, 160
playfulness, 115-116
policy networks, 160
Pope, Frank L., 8
Porter, Michael, 86
Q & A, 40-46
process innovation, 139
Procter & Gamble, 36
Connect + Develop initiative, 17, 59-60
and open innovation, 56-59
profits, and sustainability, 155-156
The Progress Principle (Amabile and Kramer), 146-147
Protagonists, 70-71
Quest for Innovation, 71-72
R&D, 55-56
radical innovation, 101, 102-103
radical product innovation, 138
Ramaswamy, Venkat, 36
Refinity, 153
retrenchment, 99
reverse innovation, 17
blockers in large organizations, 92-93
defined, 89
example, 90-91
Rigby, Darrell, 62
sacred cows, 51-52
scaling up, 133-134
Schmitt, Bernd, Q & A, 46-53
Schumpeter, Joseph, 5
The Science of Serendipity (Kingdon), 67
second to market, 88
serendipity, 66-68
silos, 52
Singh, Vivek, 79-81
Slaughter, Anne-Marie, 163
Smith, Adam, 5
social innovation, 145, 148-151
Sony, 135
standards networks, 160
steady-state innovation, 16
See also efficiency innovation; sustaining innovation
studio, 118-119
sustainability, 151
impact on profits, 155-156
See also cradle-to-cradle
sustaining innovation, 13
See also steady-state innovation
Tapscott, Don, 157-158
Q & A, 158-164
Taylor, Frederick, 108
teaching innovation, 87
technological innovation, 139
technology entrepreneurs, 60
technology game boards, 59
telegraphy, 7-8
Tesla, Nikola, 9
ticking the boxes trap, 150
togetherness, 116-117
Trimble, Chris, 89
Truelove, Emily Stecker, 120, 123
Tufts Center for the Study of Drug Development, 55
ultrasound machines, 90-91
Unger, William, 8
upcycling, 154
See also cradle-to-cradle
value innovation, defined, 130-131
vertical integration, 14-15
Walmart, 36
watchdogs, 160
Welch, Jack, 95
The Wide Lens (Adner), 156
Xerox PARC, 10
Zara, 13
Zook, Chris, 62