Innovation Prowess Leadership Strategies for Accelerating Growth by Day, George S. -- Read -- Imperial Library of Trantor

Index

Contents Preface Introduction: The Growth Challenge

Growth Laggards vs. Leaders: The Difference Is Innovation Prowess A Disciplined Process Is the First Step Toward Accelerating Growth

Figure I-1 Innovation Prowess: Discipline + Ability

Chapter One: Set the Growth Strategy

Setting the Growth Objectives: Can We Close the Growth Gap?

Assessing the Growth Gap

Figure 1-1 Analyze the Sources of Organic Growth*

Calibrating the Growth Gap Closing the Growth Gap

Figure 1-2 Momentum Forecasting and the Growth Gap

Assessing Risk

Figure 1-3 The Innovation Risk Matrix

Growth Potential of the Innovation Portfolio

Figure 1-4 The Innovation Portfolio*

Establishing Scope and Boundaries

The Value of Limits Start from the Outside In Inside-Out Thinking

Figure 1-5 Integrating Outside-In and Inside-Out Thinking

Adjacencies: The Sweet Spot for Profitable Growth

Developing a Strategic Posture

Build, Buy, or Both?

Mutually Reinforcing Approaches to Growth

Figure 1-6 The Organic-Inorganic Growth Continuum

Open, Closed, or Blended? First Mover, Fast Follower, or Imitator?

Allocating Resources Guidance for Managers: Test Your Growth Strategy

Chapter Two: Expand the Search for Growth Opportunities

Full-Spectrum Innovation

Figure 2-1 Full-Spectrum Innovation: The 14 Growth Pathways The Customer Value Proposition Growth Pathways

Customer Pathway Offerings Pathway Value Profile Pathway

The Business Model Growth Pathways

The 14 Growth Pathways

Pathway 1: Satisfy latent or unmet needs

Figure 2-2 The IDEO Development Process

Pathway 2: Overcome barriers to consumption Pathway 3: Enter new segments, categories, or geographies Pathway 4: Improve the customer experience across all touch points

Figure 2-3 Customer Experience Mapping

Pathway 5: Develop innovative new products, services, or platforms Pathway 6: Provide integrated solutions Pathway 7: Innovative imitation Pathway 8: Innovate the value profile

Figure 2-4 The Budget Hotel Market in India

Pathway 9: Enable “sense and respond” capabilities Pathway 10: Align to a specific segment Pathway 11: Go to market more effectively Pathway 12: Shrink the core, expand the network30 Pathway 13: Reconfigure core processes Pathway 14: Change how the firm makes money

Conclusion Guidance for Managers: Navigate the Pathways

Chapter Three: Converge on the Best Opportunities

Figure 3-1 Converge on the Best Opportunities: Successively Tighter Filters Refine the Opportunity Set

Generate Growth Ideas Filter the Growth Ideas

Screen for Learning38

Figure 3-2 Screening for Success The Screening Team Why 3M Embraced R-W-W

Assess and Contain Risk

Challenge the Business Model

Figure 3-3 Prioritizing Assumptions

Keep Your Options Open

Develop and Launch the Best Opportunties

Figure 3-4 The Attrition Curve for Innovation Concepts

Guidance for Managers: Examine Your Current Practices

Chapter Four: Apply Innovation Prowess to Accelerate Growth

Figure 4-1 Diagnosing an Innovation Ability Innovation Culture

Values and Norms of Innovation Cultures Leadership and Culture

Innovation Capabilities

Market Learning Capability51

Market Sensing Sense Making Applying the Insights Feedback and Deeper Learning

Open Network Management Capability

Figure 4-2 Innovating in an Open Network Mapping and Engaging the Ecosystem Identify and Contain Risks Relating to Network Partners/Collaborators

Adaptive Development Capability

Figure 4-3 Variations on Stage-Gate Processes

Innovation Configuration

Designing the Organization to Innovate

Growth Inhibitor One: Diffused Accountability Growth Inhibitor Two: Constrained Thinking/Narrowed Thinking Growth Inhibitor Three: Square Peg, Round Hole

Metrics and Incentives

Emphasize Learning over Scorekeeping Customize the Dashboard

Improving and Applying Your Innovation Prowess Guidance for Managers: Assess Your Innovation Ability

Our Culture? Our Capabilities? Our Configuration?

Conclusion

Handrail 1: Focus Relentlessly on Customer Value Handrail 2: Balance Discipline and Creativity Handrail 3: Profit from Uncertainty Handrail 4: Master Ambidexterity Handrail 5: Mobilize the Entire Organization

Appendix A: Positioning Projects on the Matrix Appendix B: The Real-Win-Worth It Screen About the Author About the Wharton Executive Essentials Series About Wharton Digital Press About The Wharton School Wharton on Strategy © 2013 by George S. Day About the Book

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