This is a guide to building innovative, creativity-rich organizations through astute and skillful management. Whatever the end goal, this book provides a systematic process for managing focused, usable innovation - without the micro-managing that can stifle creativity. With examples from McDonald's, Toyota, Palm (Pilot), 3M, Sony, Singapore Airlines and others, this model helps managers and executives: nurture an environment of innovation; support market-focused innovation through effective policies; gather expert feedback to properly evaluate innovations; develop and launch innovations successfully; and project future trends and developments.
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Editorial Reviews
From Publishers Weekly
This guide's weakest advice concerns the specific area in which many managers need the most help: how exactly does one spur corporate creativity? To their credit, the authors--both consultants--suggest helpful focusing techniques (ask questions like "What should we be creating; which customers should we target and how should we compete?") and offer strategies for applying systems thinking to the innovation process. After that, readers are left largely on their own to follow a step-by-step process that oddly avoids specifics for getting the most out of any idea that happens to surface. The logical but extremely dense prose is somewhat mitigated by useful chapter summaries. Illus.
Copyright 2001 Cahners Business Information, Inc.
From Library Journal
In their second book, Bean and Radford (Powerful Products: Strategic Management of Successful New Product Development, 2000) offer textbook advice on how to integrate innovation into contemporary business practices. The book is well written and draws on some interesting examples; it is unlikely, however, that any organization of significant size will ever adopt, wholesale, the principles and practices recommended by the authors. In fact, even with a proven track record in innovation, the best of the contemporary innovators Bell Labs, Hewlett-Packard, and Motorola, for example may not see the end of the decade. The author's view on systems and innovation is also somewhat shortsighted. The Greek philosopher Heraclitus (sixth century B.C.E.) dealt with change and order in the universe; about 200 years later, Aristotle pretty much wrote the book on systematic thought. The Roman Catholic Church, a favorite Drucker example, has managed to stay focused, contemporary, and innovative over two millennia. Ultimately, successful innovation is the result of leadership, research and development, and a little luck. While there is something to be said about a synthetic textbook approach, most libraries could do without this book. An optional purchase. Steven Silkunas, Southeastern Pennsylvania Transportation Authority, Philadelphia
Copyright 2001 Reed Business Information, Inc.
Copyright 2001 Reed Business Information, Inc.
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1 of 1 people found the following review helpful
Format:Hardcover
Roger Bean and Russell Radford examine the history of innovation for ways that your organization can innovate continually. They ask why companies successfully innovate for a while and then lose steam. Their answer is a new organization-wide system that prioritizes innovation, management and strategy. This fairly academic structure - more like a proposal than a working process - encourages building systemic promotion of continual innovation by creating an environment that values, nurtures and encourages it, cascading from the executive to the managerial to the operational team level. However, toward the end of the book, the authors refer to using a Balanced Scorecard for assessing performance from a total quality perspective. That approach bypasses the inspirational, charismatic form of innovation and cuts right to the process, like an accountant or an engineer's model of innovation. Thus, if you are process-savvy but hesitant about new ideas, we suggest that this might just be the innovation book for you: lots of system, not much flash.
1 of 1 people found the following review helpful
Format:Hardcover
Roger Bean and Russell Radford examine the history of innovation for ways that your organization can innovate continually. They ask why companies successfully innovate for a while and then lose steam. Their answer is a new organization-wide system that prioritizes innovation, management and strategy. This fairly academic structure - more like a proposal than a working process - encourages building systemic promotion of continual innovation by creating an environment that values, nurtures and encourages it, cascading from the executive to the managerial to the operational team level. However, toward the end of the book, the authors refer to using a Balanced Scorecard for assessing performance from a total quality perspective. That approach bypasses the inspirational, charismatic form of innovation and cuts right to the process, like an accountant or an engineer's model of innovation. Thus, if you are process-savvy but hesitant about new ideas, we from getAbstract suggest that this might just be the innovation book for you: lots of system, not much flash.
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Inside This Book
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First Sentence:
SOME 59 MILLION YEARS AGO, a solitary triceratops pushed slowly through the heavy foliage of what is now southern Montana. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
accountability horizon, market segmentation model, innovation premium, coffee centers, decision screen, activity clusters, process fulfillment Key Phrases - Capitalized Phrases (CAPs): (learn more)
Public Furniture, Innovation Management Model, New York, United States, North America, Balanced Scorecard, Harvard Business Review, Viable System Model, Arnaud de Pontac, Elliott Jaques, New Zealand, Powerful Products, Singapore Airlines, Jacques Barzun, Toyota Motor Manufacturing New!
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Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
SOME 59 MILLION YEARS AGO, a solitary triceratops pushed slowly through the heavy foliage of what is now southern Montana. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
accountability horizon, market segmentation model, innovation premium, coffee centers, decision screen, activity clusters, process fulfillment Key Phrases - Capitalized Phrases (CAPs): (learn more)
Public Furniture, Innovation Management Model, New York, United States, North America, Balanced Scorecard, Harvard Business Review, Viable System Model, Arnaud de Pontac, Elliott Jaques, New Zealand, Powerful Products, Singapore Airlines, Jacques Barzun, Toyota Motor Manufacturing New!
Concordance | Text Stats Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Citations (learn more)
This book cites 31
books:
See all 31 books this book cites
4
books
cite this book:
- From Dawn to Decadence by Jacques Barzun on page 22, page 137, and Back Matter
- The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge on page 27, page 36, and Back Matter
- Strategic Management: Analysis and Action by Kenneth J. Hatten on page 209, Back Matter (1), and Back Matter (2)
- Strategic Management by DAVID on page 209, Back Matter (1), and Back Matter (2)
- Planned Innovation by Frank R., Jr. Bacon on page 22, page 152, and Back Matter
See all 31 books this book cites
- Information Technology and Business Process Reengineering: New Perspectives and Strategies by Hui Liang Tsai in Back Matter
- People, Knowledge and Technology: What Have We Learnt So Far? - Procs of the First Ikms Int'l Conf on Knowledge Management by Bruno Trezzini on page 385
- The Fictitious Commodity: A Study of the U.S. Labor Market, 1880-1940 (Contributions in Labor Studies) by Ton Korver in Back Matter
- Virtual Education: Cases in Learning & Teaching Technologies by Fawzi Albalooshi on page 103
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