3 | |
3M 36, 84, 92, 98, 108, 118, 120, 122, 124, 159, 180, 184-185, 187, 260-264, 268, 273, 275, 280, 284, 290, 332, 340 | |
15% rule 108, 123, 288 | |
Carlton Society 290 | |
Central Research Laboratory 261, 271 | |
Central Research Process Laboratory (CRPTL) 261 | |
diversity 120 | |
European Business Centre 336 | |
first-mover strategy 98 | |
Genesis Grant 262 | |
Golden Step Award 290 | |
heroes 122-123 | |
innovation objective 84 | |
innovation team 261-266 | |
Innovator Award 290 | |
intrinsic motivation 290 | |
lead user 187 | |
leapfrog technology 263 | |
McKnight principles 118, 122 | |
microreplication 262 | |
multi-layer film 261 | |
Pacing Plus Program 263, 340 | |
patent 263-264 | |
poster session 185, 261, 273 | |
R&D organisation 271 | |
Sector Lab | |
seed funding | |
Six Sigma 124 | |
sponsor 262 | |
technical centre 262, 271 | |
Technical Circle of Excellence 290 | |
Technical Forum 261, 273 | |
technological platform 92 | |
Technology Fair 261 | |
tolerance for failure 118 | |
values 118, 120, 122-123 | |
Vikuiti 263, 280 | |
team 280 | |
A | |
adjacency 72, 87-88, 209 | |
adopter groups 239-240 | |
early adopter 172, 239 | |
Airbus 55 | |
Alcoa 190 | |
Vino-Lok 190 | |
Aldi 31, 53, 63 | |
Allied Signal 271 | |
alpha mistake 160 | |
amazon 36, 58, 81, 119-120, 148, 154-155, 199, 207-211, 232, 284 | |
Bezos 148, 207-210, 284 | |
business model 210 | |
competency 209 | |
customer centricity 207-211 | |
customer experience 209-211 | |
customer insight 208 | |
experimentation 148, 208-209 | |
goal setting 210 | |
Lab 126 284 | |
long tail 209 | |
vision 81, 207 | |
values 119-120 | |
word-of-mouth 207 | |
Zappos 155, 210-211 | |
Anheuser-Busch InBev 26 | |
Apple 36-37, 66, 88-90, 93, 141, 150, 182, 193, 227-233, 238, 241-244, 272, | |
274, 306, 318, 343, 359-360 | |
Apple App store 232, 243 | |
Apple store 242 | |
business model 93, 230 | |
competencies 89, 318 | |
distribution platform 93 | |
face-to-face communication 343 | |
innovation arena 88-90 | |
iPad 231-232 | |
iPhone 231-233, 306 | |
iPod 63, 66, 93, 229, 238, 241-243 | |
iPod mini 230, 241 | |
iPod nano 230, 241 | |
iPod shuffle 230 | |
iPod video 230 | |
iTunes 66, 93, 228, | |
iTunes Store 66, 229-230, 232 | |
iTV 89, 306 | |
MP3 player 228 | |
R&D expenditure 232 | |
Soundjam 227-228 | |
Steve Jobs 141, 182, 227-230, 274, 359-360 | |
Windows compatibility 229, 241, 243 | |
Aravind Eyecare 58 | |
ArcelorMittal 26 | |
ARM 56 | |
AT&T 31-32, 45, 316 | |
Bell Laboratories 31, 316 | |
Audi 187 | |
lead user 187 | |
B | |
balance 32-35, 70-71, 117, 124 | |
Beiersdorf 92, 94-95, 180 | |
Coenzym Q10 92, 94-95, 180 | |
Nivea 94 | |
roadmap 94-95 | |
Bell Laboratories 31, 316 | |
best-practice sharing 113 | |
Betriebsblindheit 215 | |
Big Idea 114, 178-179, 181, 196, 238 | |
BMW 117, 150, 175-178, 186-187, 195, 253, 255-256, 273-274, 293, 299, 306 | |
Customer Innovation Lab (CIL) 177-178, 293 | |
design 299, 306 | |
experimentation 177 | |
external idea 177-178 | |
idea generation/ sourcing 175-178 | |
innovation culture 176 | |
innovation portfolio 255-256 | |
innovation team 177 | |
lead user 177-178, 187 | |
market-technology portfolio 255-256 | |
open innovation 177-178 | |
Palo Alto Technology Office (PATYO) 177 | |
project priorization 253 | |
Projekthaus 176, 273 | |
prototype 177 | |
radical innovation 176-177 | |
Red Square 176, 195 | |
research & innovation centre (FIZ) 176 | |
submarine project 175-176 | |
Virtual Innovation Agency 177-178 | |
Boeing 193 | |
Bonduelle 186 | |
Bosch 335 | |
business case 46-50, 145 | |
business model 60-66, 77, 79, 116, 131, 133 | |
company master business model 63-66 | |
customer value proposition 61-62 | |
profit formula 61-62 | |
business model innovation 52-53, 60-63, 116, 209 | |
business model life cycle 33 | |
BYD 26, 36 | |
C | |
Carrefour 188 | |
“Cell” chip 78 | |
change management 349-357 | |
errors 349 | |
incentive to change 13-14, 18, 112, 353 | |
innovation change team 351 | |
process 350-357 | |
sense of urgency 351 | |
short-term win 351 | |
chaos 105, 116-117 | |
Cisco 88, 312 | |
clay model (freeze) 135, 137, 140 | |
Club of Rome 192 | |
Colgate 172-173 | |
co-location 278 | |
commercialization 73, 158, 161, 236-239 | |
commoditization 29 | |
communication 215 | |
asynchronous 344 | |
content 215 | |
face-to-face 280, 343-345 | |
groupware 293, 343-345 | |
netiquette 346 | |
non-verbal 215 | |
truncated 345 | |
verbal 215 | |
competency (see innovation competency) | |
competitive advantage 78, 244 | |
sustainable 244 | |
computer-aided design (CAD) 149, 308 | |
concept-product test 44, 146, 212 | |
concurrent engineering 150 | |
consumer insight 10, 209, 211-220, 342 | |
Continental Lite 66 | |
convergence of technologies 28 | |
core competency 10, 87-88, 90, 251, 311 | |
creativity 32-34, 71, 111, 114, 188-197 | |
culture 35, 37-38, 76, 103-127, 265, 283, 330, 349-357 (see also innovation | |
culture) | |
behavioural norms 118-121, 123 | |
change 112 | |
corporate 35, 37-38, 103-127, 265, 283, 330, 349-357 | |
culture clash 123-125, 330 | |
difference 343, 346 | |
diversity 343, 346 | |
foreign 330 | |
geographical 347 | |
team culture 347 | |
customer insight 10, 209, 211-220 | |
customer intimacy 213-214, 221 | |
customer proximity 331 | |
D | |
Dell 29-30, 196, 293 | |
brainstorming 196 | |
IdeaStorm 196, 293 | |
StormsSessions 196 | |
diffusion 238-240 | |
phases 238-239 | |
adopter groups 239-240 | |
diffusion speed 28 | |
discipline 17, 34, 114, 141-142 | |
Disney 93, 195, 231, 274 | |
brand platform 93 | |
Imagineering 195 | |
disruption 190-192, 205 | |
demographic 192, 205 | |
macro-economic 192, 205 | |
micro-economic 192, 205 | |
natural 192, 205 | |
other man-made 192, 205 | |
political 192, 205 | |
slow-building, 190-192 | |
sudden 190-192 | |
technological 192, 205 | |
disruptive innovation 56-59, 85, 169, 268-270, 285, 286, 288 | |
constraints 58-59 | |
distribution platform 93 | |
Dr. Reddy’s 26 | |
dual-ladder career 290 | |
DuPont 116, 237-238 | |
Dyson 141 | |
E | |
early adopter 107, 172 | |
ebay 97 | |
Edison 31, 111, 148 | |
efficiency 32-34, 330-331 | |
global 330-331 | |
Eh Lilly 162 | |
Alimta 162 | |
Emirates 26 | |
entrepreneurship 34, 105 | |
Estate 9 | |
Ethical Coffee Company 134 | |
eureka moment 167 | |
experimentation 11-12, 17, 20, 118-119, 122, 148-149, 208-209, 354 | |
F | |
Facebook 97, 110, 134, 217 | |
fast follower 95-99 | |
first mover 95-99 | |
first-to-market 95-99 | |
Flextronics 77 | |
focus group 215, 217 | |
follow-on innovation 241 | |
food industry 337, 338 | |
Ford 217, 307, 338 | |
front-loading 138, 149-150, 304 | |
G | |
GE 22, 36, 88, 92, 111-116, 184, 195, 290, 293, 304-305, 335, 352-354 | |
adjacency 88 | |
best-practice sharing 113, 182 | |
business model 116 | |
CECOR process 114 | |
change management 111-116, 352-354 | |
China 115 | |
Commercial Council 113-114, 354 | |
competencies 111-113, 354 | |
corporate venture fund 114, 354 | |
culture 111-112 | |
dreaming session 195 | |
„Ecomagination” 115 | |
Ecomagination Challenge 115 | |
Excellerator Award 113, 290 | |
GE University 112 | |
growth heroe 113 | |
Growth Leader 113, 354 | |
growth process 112-113 | |
“Healtymagination” 116 | |
„Imagination Breakthrough” 114-115 | |
Immelt 111-116 | |
incentive for change 112, 353 | |
innovation pipeline 113,115 | |
innovation process 114, 354 | |
intrinsic motivation 290 | |
„John F. Welch Learning Center” 112 | |
Leadership Innovation and Growth (LIG) 113 | |
open innovation 115 | |
organic growth process 112 | |
radical innovation 113 | |
research centre 113 | |
reverse innovation 113 | |
review meeting 114 | |
sense of urgency 353 | |
Six Sigma 304-305 | |
technological platform 92 | |
values 111-112, 354 | |
virtual idea box 113, 293 | |
vision 111, 116, 353 | |
Welch 111-112 | |
Genentech 283-284 | |
General Motors 159 | |
GlaxoSmithKline 280 | |
global innovation management 323-348 | |
centralized 332-337 | |
concentrated 332 | |
decentralized 332-337 | |
distributed 332 | |
multi-centered 334 | |
global product 337-339 | |
globalizable product 338 | |
globalization 26-28 | |
globalization penalty 341 | |
Goldwind 26 | |
Google 24, 32, 36-38, 77, 81, 90, 93, 103-110, 117-121, 148, 159, 180, 186 | |
201, 232, 268, 277-278, 283-284, 312-313 | |
20% rule 108-110, 288, 290, 306 | |
70/20/10 rule 10 | |
acquisitions 312-313 | |
AdSense 93, 109-110 | |
AdWords 93, 186 | |
Android 284, 290, 306 | |
Apps 77 | |
autonomous unit 284 | |
beta test 107 | |
Brin 105 | |
business model platform 93 | |
chaos 105 | |
Chief Culture Officer 105 | |
co-location 278 | |
core principles 106-107 | |
culture 103-110 | |
Desktop Search 104-105, 180 | |
Director of Other 110 | |
Docs 77 | |
eat your own dog food 107 | |
experimentation 104, 107, 118 | |
fail fast and cheap 148, 159 | |
Founders’Award 105, 110, 290 | |
Gmail 104, 109-110 | |
Google Labs 104 | |
Google Mail 109 | |
Google Mini 104 | |
Googleplex 108 | |
Googler 104, 108-110 | |
Google-y 106 | |
iGoogle 104, 277 | |
innovation culture 103-110 | |
innovation team 104-105, 109-110 | |
iteration 107 | |
mission 106 | |
Page 103, 105, 110, 121 | |
pay per dick 186 | |
principles 106-107 | |
project team 109 | |
prototype 107, 110, 148 | |
R&D expenditure 232 | |
Schmidt 81, 105-110, 278-279 | |
skunk work 284 | |
spirit of a small company 105, 108 | |
tolerance of failures/ mistakes 103, 121 | |
values 103-110, 118-120 | |
vision 81, 106 | |
top-down innovation 180 | |
You Tube 110-111 | |
Gore 116-117, 277-278 | |
Gross Rating Points 179 | |
Grünenthal 162 | |
H | |
Haier 26 | |
Henkel 96, 223 | |
Persil 96, 223 | |
Hennes & Mauritz 63 | |
Hewlett-Packard 36, 283, 359-360 | |
hidden champion 37 | |
Honeywell 272 | |
Huawei 26 | |
Hyundai 26, 306-311, 313-315, 317-318 | |
Accent 307 | |
Advanced Engineering and Research Institute 309 | |
Alpha car engine 310 | |
Automotive IT Innovation Centre 310 | |
Central Advanced Research & Engineering Institute Uiwang 309 | |
competencies 306-311, 313-315, 317-318 | |
computer-aided design (CAD) 308 | |
computer-aided manufacturing 308 | |
Eco-Technology Research Institute Yongin 309 | |
Elantra 310 | |
European Design Centre 309 | |
European Technical Centre 309 | |
Excel 307 | |
fast follower 311 | |
Hyundai Motor Company 26, 306-311, 313-315, 317-318 | |
KIA 310-311 | |
licensing agreement 308, 309 | |
mild hybrid 310 | |
Namyang R&D Centre 309 | |
Pony 307 | |
Santa Fe 308 | |
Santro 309 | |
sense of urgency 351, 353 | |
Tau V8 engine 310 | |
team 307 | |
technological roadmap 310 | |
U.S. Design Center 308 | |
I | |
IBM 14-21, 32, 35-36, 78, 117-123, 196-197, 264-266, 268, 278, 280-281, 284,286-287, 293, 343-344, 352-354 | |
Atkins 19 | |
brainstorming 196, 266 | |
„Cell” chip 78 | |
change management 14-21,352-354 | |
collaborative software 266 | |
co-location 278 | |
competencies 16, 19, 344 | |
Corporate Investment Fund 18, 286, 344 | |
culture 17, 21 | |
Emerging Business Opportunity (EBO) 16-21, 287, 344 | |
Emerging Business Organization (EBO) 16-20, 268-269, 284, 287, 344 | |
experimentation 17, 20 | |
Gerstner 14-20 | |
Harreld 18-20 | |
host division 17-19, 268-269, 284, 286 | |
IBM-Sony-Toshiba “Cell” team 264-266, 277-278, 280-281, 343 | |
Innovation Jam 196-197, 243 | |
innovation process 17-19, 344 | |
iteration 265 | |
Kovac 19-21 | |
learning 20 | |
milestone 18, 20 | |
not-invented-here-syndrome 265 | |
Palmisano 19-20 | |
prototype 266 | |
STI Design Centre 265, 278 | |
supercomputer-on-a-chip 264 | |
Thompson 16-18 | |
tolerance for failure 118, 121 | |
values 344 | |
white space 16, 17 | |
wiki 344 | |
idea generation 71, 73, 75, 115, 145-146, 167-197, 267, 274-275 | |
adaption 44, 181-182 | |
adopt/adapt/create 181-182 | |
adoption 181-182 | |
bionics 193 | |
bottom-up 179 | |
brainstorming 137, 193-197 | |
brainwriting 194-195 | |
combination 193 | |
conjoint analysis 193 | |
contest 196 | |
convergent thinking 194 | |
corporate suggestion system 176, 183-184, 188 | |
crowdsourcing 196 | |
customer complaint 190 | |
divergent thinking 194 | |
event-driven idea creation 190 | |
existing idea 180-188 | |
external source 71, 73, 75, 182-188 | |
idea chain 183-184 | |
idea creation 181, 188-197 | |
idea data Base 183-184, 188 | |
idea search 181-182 | |
internal source 71, 183-184 | |
intuitive-creative method 193 | |
lead user 187 | |
morphological box 193 | |
nominal group 189 | |
observation 190 | |
open innovation 71-75, 115, 177-178, 267, 274-275, 305, 354 | |
original idea 180 | |
organization for connections 73-75, 261, 267, 273 | |
out-of-the-box thinker 189 | |
patent search 192 | |
permanent idea generation 190 | |
product positioning model 193 | |
proudly found elsewhere 181-182 | |
real group 189 | |
science fiction 192 | |
„steal with pride” 181 | |
systematic-analytical method 193 | |
top-down 95, 179 | |
trade fair 192 | |
TRIZ 193, 305 | |
written communication 190 | |
idea sharing 28, 182 | |
idea sourcing | |
external 71, 73, 75, 182-188 | |
internal 71, 183-184 | |
IDEO 195-196, 215, 300 | |
imitation 28-29, 95, 98 | |
in-company visit 216-217 | |
incremental innovation 51-56, 95, 124, 141, 143-152, 240, 282, 286, 343 | |
incubator 109 | |
Inditex 47, 50, 338 | |
Ortega 46-47 | |
Infosys 26 | |
in-home visit 216-217 | |
InnoCentive 74, 275 | |
innovation arena strategy 86-91, 109 | |
search field 86 | |
three-axes model 86-90 | |
innovation as a social process 273 | |
innovation board 11-12, 271-272 | |
innovation competency 10, 12, 16, 19, 37-38, 75, 79, 86-91, 112-113, 129, 209,299-322 | |
acquisition 79, 86, 209, 311 | |
acquisition of team 312 | |
behaviour 316-317 | |
buying know-how 312 | |
core competence 10, 12, 87-88, 90-91, 251, 311 | |
development 112-113, 311 | |
explicit knowledge 313-317 | |
formal training 12, 75, 112-113, 354 | |
hire external expert 129, 312 | |
judgment 315-317 | |
knowledge 13, 313-320 | |
leadership competence 12, 35, 75, 113, 315-317, 354 | |
licensing know-how 312 | |
market competence 315-317 | |
personal/social competence 315-317 | |
process competence 315-317 | |
skill 314-320 | |
speed 312 | |
tacit knowledge 313-317 | |
teachable moment 75 | |
technology competence 315-317 | |
innovation competency mode! 315 | |
innovation consultant 267, 273 | |
innovation culture 11-12, 17, 20, 35, 37-38, 76, 103-127, 176, 316 | |
behavioural norms 118-121 | |
challenge the status quo 119 | |
customer-orientation 120, 207-211, 215 | |
diversity 120 | |
experimentation 11-12, 17, 20, 118-119, 122, 148-149, 208-209, 354 | |
inclusion 120 | |
open-mindedness 120 | |
tolerance of failure/ mistakes 118, 121-123 | |
values 118-121 | |
Walk the talk 121-123 | |
innovation cycle 28, 238-244 | |
innovation hero 122-123, 136, 149 | |
innovation intermediary 74-75 | |
innovation management system 37-38 | |
innovation mentor 267, 273 | |
innovation network 74 | |
innovation objective 13-14, 37-38, 82-86, 101-102 | |
embedment objective 13, 82, 101 | |
input objective 83, 85, 102 | |
output objective 83-84, 101 | |
process objective 83, 85, 102 | |
project objective 82, 101 | |
time-to-market 84-85, 91, 135, 142, 235-236 | |
innovation pipeline 14, 75, 85, 113, 250-253, 326 | |
innovation portfolio 56, 249-259 | |
balance 252-254, 257 | |
bubble chart 255-256 | |
management 253-259 | |
plausibility check 254, 257 | |
project evaluation 258-259 | |
project priorization 253, 257 | |
review 253 | |
review meeting 256-258 | |
risk-return chart 254 | |
value maximization 253-254 | |
innovation process 17-19, 27, 38, 86, 95, 129-166, 304, 340-342 | |
accelerated stage-gate process 147-149 | |
action standard 158, 340 | |
business case 145 | |
centralized control 341 | |
criteria 146 | |
development phase 145-146 | |
distributed responsibility 342 | |
experimentation 11-12, 17, 20, 118-119, 122, 148-149, 208-209, 354 | |
flexible process 150-151 | |
front-loading 138, 149-150, 304 | |
funnel 145, 157-158 | |
gate 86, 95, 142-147, 340 | |
gate meeting 144 | |
global 340-342 | |
go/kill/shelve 144, 157-159 | |
go/no go 144, 157-159 | |
idea filter 144-145 | |
killer issue 155, 200 | |
launch phase 146 | |
learning 142, 147, 153, 161-162 | |
milestone process 142-143, 152-157, 200 | |
must-meet criteria 146 | |
postmortem 147 | |
post-tracking 146-147 | |
prototype 148-149 | |
rapid analysis 145-146 | |
rapid prototyping 149 | |
seed funding 11-12, 18, 72-73, 148, 262, 270, 286-288 | |
should-meet criteria 146 | |
stage 144-147 | |
stage-gate process 141-153, 157-160 | |
testing 146, 148 | |
innovation strategy 37-38, 86-99 | |
innovation arena strategy 86-91 | |
imitation strategy 99 | |
market entry strategy 95-99 | |
platform strategy 91-95 | |
three-axes model 86-90 | |
innovation team 12-13, 44, 85, 104-105, 109-110, 120, 136, 143, 177, 261-266,275-282, 283, 340-347 | |
asynchronous participation 344 | |
autonomous unit 283-286 | |
champion 281 | |
coach 282 | |
co-location 278 | |
complementary skills 280 | |
common vision 280 | |
core team 280, 282 | |
cross-functional 276 | |
dedicated 288-290 | |
diversity 121, 280, 343 | |
extended team 282 | |
extra-ordinary team 276 | |
face-to-face communication 280, 343-345 | |
forming-storming-norming-performing cycle 277-278, 345 | |
full-time member 288 | |
fully dedicated team member 85, 288-290, 343 | |
global 340, 342-347 | |
groupware 293, 343-345 | |
groupthink 280 | |
hierarchical group 275 | |
integration 284-286 | |
joint und mutual responsibility 281 | |
knowledge obsolescence 289-290 | |
linkage 71, 124, 283 | |
multi-cultural/-national 281-282 | |
netiquette 346 | |
obeya 136 | |
part-time team member 288, 343 | |
performance target 275-276 | |
potential team 277 | |
pressure to perfrom 276 | |
probability of communication 278 | |
process observer 282 | |
project assignment 289 | |
pseudo-team 276-277 | |
real team 276-277, 344 | |
separation 71, 125, 130-131, 284-286 | |
single-leader unit 275-276 | |
small team 278-280, 288, 344 | |
sponsor 282 | |
team basics 277 | |
team building 277, 345 | |
team culture 347 | |
team discipline 275 | |
teaming up 291-292 | |
team leader 265-266, 282 | |
team size 167, 177, 278-280, 345 | |
time pressure 276 | |
unified procedure 280-281 | |
virtual 343-347 | |
Intel 81, 344 | |
intellectual property (IP) 28-29, 275 | |
interview 216-217 | |
one-on-one 267 | |
psychological in-depth 267 | |
Intuit 141 | |
invention 31 | |
Italdesign 307-308 | |
iteration 107, 149, 265 | |
ITC 58-59 | |
J | |
JBS 26 | |
J.D. Power 307 | |
job rotation 75, 112, 320, 354 | |
K | |
Kao 51, 173-174, 185, 237 | |
Attack 185 | |
Quickle Wiper 51, 173-174, 182, 237 | |
Kimberly-Clark 238 | |
Kodak 22 | |
Kraft Foods 133 | |
Kyoto Climate Change Conference 140 | |
L | |
later-stage funding 286 | |
law of large number 268 | |
leader 318-320 | |
conventional 319 | |
lateral 318-320 | |
leadership competencies 12, 35, 75, 113, 315-320, 354 | |
lead user 177-178, 187, 214 | |
“lean” business model 66 | |
Lean Delivery System 66 | |
Lean Manufacturing System 66 | |
Lean Product Development System 66 | |
learning 142, 147, 153, 161-162 | |
learning from failure 44, 103, 105, 121, 161-162 | |
Lego 187 | |
lead user 187 | |
Lego Factory 187 | |
Mindstorms 187 | |
Lenovo 26 | |
LG 26, 36, 81, 90 | |
vision 81 | |
life cycle 26, 33, 238-240 | |
Linux 77 | |
L’Oral 94 | |
M | |
market entry strategy 95-99 | |
entry barrier 97-98 | |
fast follower 15, 77-78, 95-99 | |
FastSecond 98-99 | |
first mover77, 95-99, 168 | |
first-to-market 95-99 | |
fisrt-to-mass-market 99 | |
follower 95 | |
late follower 95 | |
me-too product 95, 97 | |
pioneer 95 | |
market proximity 330 | |
market research 220-224 | |
action standard 222 | |
concept 223 | |
hypothesis 222 | |
qualitative 221-222 | |
quantitative 221-222 | |
Total Quality 220-222 | |
Matsushita Electric 140 | |
Maytag 9 | |
McDonald’s 186, 341 | |
McCafe 186 | |
Micron Technology 302-303 | |
Microsoft 24, 36-37, 55, 64, 76-81, 88, 92, 97-98, 105-106, 120, 147-148, 159, 187, 192, 201, 217-219, 229, 232, 264, 278-279, 310, 312, 328 | |
vision 81 | |
Windows operating system 76, 98, 229, 241 | |
Xbox 64, 76-80, 264 | |
Xbox 360 79-80, 97 | |
Xbox Live 64, 78-80, 92 | |
Xenon 78-79 | |
XNA Game Studio Express 79, 188 | |
Zune 231 | |
milestone process, 18, 20, 142, 152-157, 165-166 | |
assumption 153, 165 | |
assumption chart 156 | |
assumption check155 | |
discovery-led approach 154 | |
learning 20, 142, 153 | |
learning checkpoint 142, 153 | |
milestone 18, 20, 152-157 | |
minimum viable product (MVP) 155 | |
real option approach 154 | |
reverse income statement 156, 166 | |
mistakes 160-161 | |
alpha 160-161 | |
beta 160 | |
Mitsubishi Motors 307-308 | |
monetization 108 | |
motivation 290 | |
dual-ladder caree 290 | |
intrinsic 290 | |
material 290 | |
non-material 290 | |
Motorola 145, 312-313 | |
N | |
Narayana Hrudayalaya Hospitals 58 | |
National Starch | |
NestM 65, 129-134, 141, 285 | |
business model 65, 131, 133 | |
competency 129 | |
Dolce Gusto 65, 133 | |
Gaillard 129, 131-132, 134 | |
instant coffee 131-132 | |
Nespresso 65, 129-134, 141-142, 285 | |
Nespresso boutique 133-134 | |
Nespresso Club 132-133 | |
Nest16 Coffee Specialties 129, 132 | |
patents 130, 133 | |
reneovation 129 | |
roast & ground (R&G) coffee 131 | |
sponsor 132 | |
technology platform 133 | |
Netscape 98 | |
NineSigma 74, 275 | |
Nintendo 36, 77-78, 80, 192 | |
GameCube 78 | |
Wii 80, 192 | |
Nivea 94 | |
Nokia 21, 36, 90, 306 | |
Nomacore 190 | |
not-invented-here syndrome 182, 197, 265 | |
Novo Nordisk 160 | |
0 | |
objective (see innovation objective) | |
observation 190, 216-220 | |
open innovation 71-75, 115, 177-178, 267, 274-275, 305, 354 | |
Open University 58 | |
organizational blindness 215 | |
organizational structure 71, 116-117, 261, 267-273, 284-286, 330-337 | |
autonomous unit 125, 284 | |
centralized 267-271, 332-337 | |
centralization 331-337 | |
central laboratory 261, 271 | |
centre of excellence 267, 333 | |
centre of innovation 267, 333 | |
chaos 105, 116-117 | |
Chief Innovation Officer (CIO) 267, 272-273 | |
concentrated locations 332 | |
decentralized 129, 267-271 | |
decentralization 331-337 | |
distributed locations 332 | |
divisional 332-333 | |
fixed 331 | |
flat 105 | |
flexible 331 | |
functional 331 | |
global 330-337 | |
global control centre 333 | |
globalization penalty 341 | |
goal 330 | |
hybrid 17, 268 | |
integration 284-286 | |
innovation board 267, 271 | |
innovation centre 334-336, 340-341 | |
innovation consultant/mentor 267, 273 | |
just enough 71 | |
lead country 333, 337 | |
linkage 71, 124, 283 | |
multi-dimensional 332 | |
organization for connections 73-75, 261, 267, 273 | |
organization for managing open innovation 267 | |
regional 332-337 | |
separation 71, 125, 130-131, 284-286 | |
technical centre 262, 271 | |
overshooting 57 | |
Overture 186 | |
ownership 33-34, 119 | |
P | |
Panasonic 90 | |
Panasonic EV 140 | |
patent 31, 71, 98, 113, 130, 133, 170, 193, 247, 249-250, 263, 305 | |
patent search 193 | |
peripheral vision 191 | |
Pfizer 161, 247-253 | |
clinical trial 248, 251 | |
core competence 251 | |
Lipitor 161, 247, 249-250 | |
patent protection 247, 249-250 | |
product pipeline 250-253 | |
product portfolio 249-252 | |
Torcetrapib 247-249 | |
Pixar 274 | |
Pizza Hut 236 | |
platform 91-95 | |
brand 92-93 | |
business model 93 | |
distribution 93 | |
physical 91 | |
technological 92, 133 | |
platform management 91 | |
platform strategy 91-95 | |
portfolio (see innovation portfolio) | |
power-marketing 238-240 | |
private labet 29, 97 | |
process (see innovation process) | |
process innovation 32 | |
Procter & Gamble 21, 24, 28, 36, 51, 56, 59, 64, 69-76, 81, 84-85, 92-93, 98 | |
113,117, 119-122,124, 142,146, 148-150, 156-157,166-175, 180-182,184- | |
185,188, 190,193,195-196, 200-201, 215-220, 223,237,268-274, 279,284- | |
288,290, 292,313,316, 319-320, 323-327, 332-334,338,352-354, 359-360 | |
Ariel 96, 185, 223 | |
being-girl.com 220 | |
best-practice sharing 182 | |
brand platform 92-93 | |
capessa.com 220 | |
change management 352-354 | |
China 268 | |
coaching 75 | |
Communities of Practice (Meetings) 185, 273, 292 | |
competencies 64, 75, 313, 316, 319-320, 354 | |
Connect + Develop 73-74, 274, 292, 354 | |
“consumer is boss” 215 | |
Corporate Functions 324 | |
Corporate Innovation Fund (CIF) 72-73, 170, 287 | |
Corporate New Business Development Group (CNBD)270, 287-288, 354 | |
Cost Innovation Award 299 | |
Crest Whitestrips 52, 56, 59, 64, 72-73, 156-157, 166-173, 201, 270, 285 | |
culture 69,76 | |
disruptive innovation 69, 71-73, 85, 169-170, 269-270, 288 | |
distribution platfrom 93 | |
Dryel 64, 70 | |
experimentation 72, 148 | |
Febreze 92-93 | |
first moment of truth 218, 323-324 | |
first-mover strategy 96, 98 | |
Folgers coffee 59 | |
for-me-online.de 220 | |
“Future Works” 72, 170-171, 269-270, 280, 284, 287-288, 354 | |
Gilette 76, 324, 326 | |
global brand 93, 326-329 | |
Global Business Services 324-325 | |
Global Business Unit 70-71, 73, 268, 274, 287-288, 323, 325-326 | |
Global Technology Council (GTC) 270, 287-288, 324, 354 | |
heroes 122 | |
Procter & Gamble (cont’d) | |
Impress 168 | |
innovate innovation 71 | |
innovation board 271-272 | |
Innovation Gym 195 | |
innovation intermediary 74-75, 275 | |
Innovation Leadership Team (ILT) 270, 287-288, 354 | |
InnovationNet 71, 292, 325 | |
innovation network 74 | |
innovation objective 71, 73, 84-85, 353 | |
innovation pipeline 75, 326 | |
innovation process 354 | |
innovation review 182 | |
innovation team 72, 120, 167-170, 288 | |
intrinsic motivation 290 | |
Jager 69-70, 323, 326 | |
job rotation 75, 124, 320, 354 | |
killer issue 155, 200 | |
Lafley 56, 59, 69, 73, 113, 182, 215, 218-219, 326, 360 | |
learn from failure 121-122 | |
Living It 218 | |
Market Development Organization (MDO) 324-325 | |
Mills 167 | |
Mr. Clean AutoDry | |
Mr. Clean Magic Eraser 28, 74 | |
Mr. Clean MagicReach 196 | |
New Business Development (NBD) 73, 287 | |
observation 215 | |
one-page recommendation 146 | |
online market research 220-221 | |
open innovation 71, 75, 115, 274-275, 354 | |
„Organisation 2005″ 70-71, 323-327 | |
Pampers 92 | |
patent 170 | |
Pepper 69 | |
pipeline of leaders 75, 354 | |
poster show 185, 273 | |
product-based divisional structure 323 | |
product life cycle 26, 33 | |
prototype 73, 168, 170 | |
proudly found elsewhere 181-182 | |
radical innovation 157, 269-270, 287-288 | |
research center 324 | |
second moment of truth 324 | |
seed fund(ing) 72, 270, 287, 354 | |
sense of urgency 353 | |
Smale 122 | |
sponsor 73, 170, 270, 284 | |
structure 71, 73 | |
success model 327 | |
success rate of innovations 75, 84, 326 | |
Swiffer 28, 51, 70, 174-175, 180, 185, 196 | |
Swiffer Duster 188 | |
teachable moment 75 | |
technological platform 92 | |
technology entrepreneur 73-74, 274, 292 | |
technology transfer 324 | |
„think global, act local” 323 | |
time-to-market 142 | |
transaction learning experiment (TLE) 148 | |
Tremor 220 | |
values 119-122, 354 | |
Vic Mills Society 290 | |
virtual store 218 | |
vision 81, 353 | |
Vocalpoint 220 | |
Working It 218 | |
world product 328 | |
product architecture 91 | |
flexible 91 | |
modular 91 | |
trade-off 91 | |
product innovation 52-53, 60-63 | |
product insight 212 | |
product development approach 337-340 | |
B2B 337 | |
B2C 337 | |
cluster of countries 338 | |
global 337-339 | |
globalizable 338 | |
glocal 338 | |
international 339 | |
purely local 338 | |
standardized 337 | |
world product 338 | |
product life cycle 26, 33, 239-240 | |
prototype 12, 148-149, 168, 170, 223 | |
R | |
radical innovation 51-56, 113, 123-124, 141-142, 153-157, 240, 280, 282, 286- | |
290, 315, 343 | |
radically new market 98-99 | |
Ranbaxy 26 | |
R&D 270-271, 333 | |
centralized 270-271, 333 | |
decentralized 270-271 | |
hybrid 271 | |
R&D spending/expenditure 31, 232 | |
Raytheon 192 | |
gesture technology 192 | |
RealNetworks 98 | |
Reckitt Benckiser 43, 45, 160, 197-198, 234-235 | |
Airwick 43, 45 | |
Airwick Click Spray 234-235 | |
Red Bull 180-181 | |
Research in Motion (RIM) 21, 36 | |
resource allocation 286-290 | |
reward 290 | |
risk-averseness 10, 35, 111, 118, 121 | |
roadmap 93-95 | |
technology-plus-product 94-95 | |
Roche 283-284 | |
S | |
salesforce.com 77 | |
Samsung (Electronics) 26, 90, 193, 299-306, 311, 313-315, 317-318 | |
Aggressive Investment and Speed formula 303-304 | |
benchmarking 304 | |
Chief Design Officer 299 | |
Chief Technology Officer (CTO) 305 | |
competencies 299-306, 311, 313-315, 317-318 | |
creative management 305 | |
design centre 305 | |
design competencies 299-300 | |
Design for Six Sigma (DFSS) 305 | |
Design Membership Program 299 | |
Digital Research Centre 305 | |
Digital Sashimi Theory 304 | |
dual-team approach 303 | |
front-loading 304 | |
Global Design Advisory Board 300 | |
Global Strategy Group (GSG) 305 | |
Innovative Design Lab of Samsung (IDS) 300 | |
internal crisis 303 | |
knowledge transfer 302 | |
MacGyver Award 299 | |
open innovation 305 | |
patent 305 | |
reverse-engineering 301, 303 | |
Samsung Advanced Institute of Technology (SAIT) 305-306 | |
Samsung Art and Design Institute (SADI) 300 | |
Semiconductor R&D Laboratory 301 | |
sense of urgency 303, 351 | |
Six Sigma 305 | |
team 302-304 | |
Value Innovation Program (VIP) 304 | |
TRIZ 193, 306 | |
Sanofi Aventis 160-161 | |
Lantus 160-161 | |
Sara Lee 133-134 | |
SAP 283, 327-330, 334, 345 | |
Agassi 327-330 | |
co-innovation lab 328 | |
cross-cultural training 330 | |
development center 328 | |
diversity 329-330 | |
globalization 327-330 | |
HANA 283 | |
Hopp 328-329 | |
Kagermann 329-330 | |
Plattner 328-329 | |
research center 328 | |
SAP Ventures 329 | |
Top Tier Software 327 | |
venture fund 329 | |
SC Johnson 43-45, 53, 60, 80, 84, 160-162, 174, 180, 182, 185-186, 211-213, | |
233-235, 237, 338 | |
Brise Air de Parfum 44-45, 161-162, 235 | |
Brise Aromachology Candle 160 | |
Brise One Touch 43-45, 53, 60, 162, 180, 185-186, 233-235, 238 | |
Brise One Touch Style 235 | |
Brise scented candle 43, 160, 185 | |
Brise Spray 43 | |
concept-product test 44, 212 | |
Drano 211-213 | |
Glade 185 | |
innovation objective 84 | |
innovation team 44 | |
Pledge Grab-It 174 | |
Pronto Dust & Go 174 | |
radical innovation 44, 53 | |
Schumpeter 22, 360 | |
seed funding 11-12, 18, 72-73, 148, 262, 270, 286-288 | |
sense of urgency 240, 244, 351 | |
serendipity 123, 273, 324 | |
serial innovator 21-22, 31-32, 299-322, 349-357, 359-360 | |
set-based concurrent engineering 138, 151-152 | |
Sharp 302 | |
shopper insight 213 | |
Siemens 336 | |
Six Sigma 123-124, 304-305 | |
Skype 56,97 | |
Sony 31, 36, 45-46, 56-58 ,77-79, 90, 92, 230, 232-233, 264-266, 278, 304-306 | |
Blue-Ray 92 | |
Cell chip 78, 264-266 | |
Morita 45 | |
patent 305 | |
Playstation 2 77-78, 96, 264 | |
Playstation 3 78-79, 266 | |
transistor radio 31, 45-46, 56-58 | |
Walkman 193, 230, 232-233 | |
Southwest Airlines 31, 53, 60-61, 63, 66 | |
stage-gate process 141-153, 157-160 | |
accelerated 147-149 | |
business case 145-146 | |
development 145-146 | |
filter 146 | |
gate 142-147 | |
gate meeting 144 | |
idea generation 145-146 | |
launch 146 | |
rapid analysis 145-146 | |
seed funding 147 | |
stage 144-147 | |
test 145-146 | |
Staples 196 | |
Starbucks 32, 59-60, 131, 186, 236 | |
Schultz 186 | |
Spielberg 192 | |
start-up company 22, 32, 110, 115 | |
strategy (see innovation strategy) | |
structure 37-38, 82, 116-117, | |
formal 82, 267-276 | |
global 330-337 | |
partial 117 | |
Suntech Power 26 | |
supply-push market | |
Suzlon 26 | |
sweet spot 211-213 | |
systems 291-293 | |
brainstorming software 113, 291, 293 | |
collaborative software 266, 291, 293, 343 | |
corporate suggestion system 176, 183-184, 188 | |
groupware 293, 343-345 | |
idea-sharing software 109, 113, 176 | |
knowledge management software 13, 291-293 | |
social networking software 344 | |
software-based 291-293 | |
teaming-up software 291-292 | |
teleconferencing 344 | |
video conferencing 344 | |
wild 293, 343 | |
T | |
talent Pool 329, 335, 342 | |
Tata 26, 36, 58 | |
Nano 58 | |
team (see innovation team) | |
technological change/ progress 28, 90 | |
technology-push market 98 | |
Tesco 188, 285 | |
Tesco Direct 285 | |
Tetra Pak 186 | |
Tetra Recart 186 | |
time-to-global-volume-market 237, 338 | |
time-to-market 84-85, 91, 135„ 142, 235-236 | |
time-to-volume 236 | |
tolerance of failure 118, 121 | |
Toshiba 78, 229 | |
Cell chip 78 | |
Toyota 36-37, 66, 118-122, 135-140, 142, 146, 151-152, 180, 190, 192, 216, | |
218, 277-278, 308, 314, 340 | |
Camry 140, 218, 340 | |
chief engineer 135-136 | |
clay model (freeze) 135, 137, 140 | |
co-location 278 | |
computer-aided design (CAD) 149 | |
computer-aided engineering (CAE) 149 | |
computer simulation 139, 149 | |
design (studio) 137, 140 | |
experimentation 121, 138-139 | |
front-loading 138, 149-150 | |
G(lobal) 21 135-138 | |
G21 net 137 | |
Global best, local best 340 | |
hansei 161 | |
heroes 122, 136, 149 | |
hybrid 138-140 | |
impossible goal 138-139 | |
incremental innovation 135 | |
innovation process 136-140 | |
innovation team 120, 136 | |
iteration 149 | |
kentou phase 138 | |
Kyoto Climate Change Conference 140 | |
lean business model 66 | |
learning from failure 161 | |
Lexus 135, 180 | |
mentor 314 | |
nemawashi process 136 | |
obeya 136 | |
Prius 66, 135-140, 142, 149, 152, 180, 277 | |
prototype 139 | |
rapid prototyping 149 | |
RAV Four 218 | |
„set-based” approach 138, 151-152 | |
simultaneous engineering 138, 140, 149 | |
shusha 136 | |
standardisation 135 | |
time-to-launch 135 | |
tolerance for failure 118, 121 | |
top-down innovation idea 180 | |
Toyota Hybrid System (THS) | |
TRIZ 193 | |
values 118-121 | |
vehicle centre 136 | |
virtual system 139 | |
vision 135 | |
Yaris 307 | |
tree of truths 216-220 | |
trend 190-192 | |
trend forecasting 190 | |
U | |
undershooting 59-60 | |
United Shuttle 66 | |
University of Phoenix 58 | |
V | |
values 10, 82, 103-110, 116-125, 354 | |
venture capital(ist) 72, 268 | |
virtual store 218-219 | |
vision 8-10, 80-82, 106, 207, 351, 353 | |
Volkswagen 91, 306 | |
Golf 91, 306 | |
Modularer Querbaukasten (MQB) | |
(modular transverse matrix) 91 | |
W | |
Wal-Mart 36, 185, 188, 232 | |
Warner Lambert 161 | |
Whirlpool 9-14, 21, 24, 81, 83, 85, 118-120, 143, 147-148, 180, 272-273, 290- | |
292, 315, 349, 351-354 | |
Bauknecht 9 | |
Brastemp 9, 14 | |
change management 9-14, 352-354 | |
change team 353 | |
Chief Innovation Officer (CIO) 10, 272 | |
competencies 10, 12, 354 | |
Consul 9 | |
culture 10, 118-120 | |
Duet 14 | |
E-Space 13, 291-292 | |
Estate 9 | |
experimentation 11-12, 148, 354 | |
Gladiator 14, 351 | |
I-Board 11-12, 272, 351, 353 | |
I-Consultant 11-13, 273, 351, 354 | |
Ignis 9 | |
incentive for change 353 | |
Inglis 9 | |
I-Mentor 11-13, 273, 291, 351, 354 | |
innovation board 11-12, 272, 354 | |
Innovation Embedment 10, 12-13, | |
innovation fund 11, 13 | |
innovation objective 11, 13, 83, 353 | |
innovation pipeline 14, 85 | |
innovation portfolio 143 | |
innovation team 12-13, 351 | |
innovation workshop 12 | |
intrinsic motivation 290 | |
I-Team 12-13, 120, 315 | |
Küchen Aid 9 | |
Knowledge management 11, 13, 291-292, 351, 354 | |
Laden 9 | |
leadership program 12 | |
MyPage 13, 291-292 | |
pipeline of leaders 354 | |
prototype 12, 148 | |
Roper 9 | |
seed fund 11-12, 351, 354 | |
sense of urgency 351, 353 | |
tolerance of failure 118 | |
values 10, 118, 120, 354 | |
vision 8, 10, 81, 351, 353 | |
Whitwam 9-14, 351 | |
white space 16-17, 87, 209 | |
Wikipedia 344 | |
Wipro 26 | |
wisdom of crowds 196 | |
W.L. Gore 116-117, 277-278 | |
X | |
Xbox 64, 76-80 | |
Xbox Live 64, 78-80, 92 | |
Xerox 182 | |
Y | |
Yahoo 77, 103, 110 | |
yet2.com | |
Yingli 26 | |
Your Encore 74, 275 | |
Z | |
Zappos 155-156 | |
Zara 31, 46-50, 53, 58, 60-61, 338 | |
business model 47-50, 60-63 | |
Castelleno 47 | |
cheap chic 47 | |
cheap chic – fast fashion 31, 47, 53, 38 | |
cycle time 47-48 | |
Ortega 46-47 | |
ZTE 26 | |
Zytex 302 |
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