The Innovation Manual: Integrated Strategies and Practical Tools for Bringing Value Innovation to the Market - Hardcover

Über die Autorin bzw. den Autor

DAVID MIDGLEY directs executive programmes for bluechip companies at INSEAD, France. He joined INSEAD in 1999 as Professor of Marketing. Previously he held positions at the Anderson School, University of California, Los Angeles, and the Australian Graduate School of Management, Sydney, where he was Foundation Chair and Head of the marketing Area. From 2001-2005 he was Coordinator for the Marketing Area at INSEAD. Formerly, he has been an invited scholar at Stanford Graduate School of Business and has also taught at the Wharton School, University of Pennsylvania.

Professor Midgley has over 80 publications, including papers in leading journals such as the Journal of Consumer Research, Journal of International Business, Journal of Marketing Research, Journal of Marketing, Marketing Science, Management Science, and Organization Science. He has served on the editorial boards of the Journal of Consumer Research and the International Journal of Research in Marketing.

He has extensive consulting experience in Australia, Europe and North America, including many projects for global corporation on current marketing issues. He was Research Director for the Australian Federal Government’s Industry Task Force on Leadership and Management Skills – the Karpin Committee). He is also the author of major reports on management development for the Australian National Training Board and international competitiveness for Austrade.

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There is no doubt that innovation is an important topic, but it is a topic where boundaries have shifted in recent years. Companies need to understand the changes that have taken place, and how to keep pace with these changes so that innovation remains relevant and of value to their business.

Innovation is one of the least well-managed areas in most companies. It is not, however, the amount of effort that companies put into innovation that decides success – instead it is how firms go about doing innovation that decides success or failure. In particular, how well the various parts of the organization collaborate on key tasks.

The Innovation Manual is about identifying the key tasks and showing how organizations can collaborate on these tasks better. The author suggests frameworks and tools that can promote the right collaboration at the right time. Surprisingly, organizations will learn that most of the knowledge on how to innovate successfully exists – the real challenge is not to learn more but to bring this knowledge to bear more effectively.

The unique approach taken in this book empowers the reader with a sharper and more usable understanding of knowledge on successful value innovation, as well as the tools to enable them to apply this knowledge in their company.

Aus dem Klappentext

This book differs from the plethora of books out there on innovation in two important ways:

• Firstly, the book focuses on a few key tasks the company needs to manage well to be successful, chosen for their known high impact on overall success. Each key task is presented in terms of the ideas behind its best practice. Unless the company manages the key tasks correctly, then doing other tasks well will not lead to innovation, as these other tasks have a lower impact on success.

• Secondly, it links the ideas in each chapter to the correct tools for carrying out these ideas effectively and details the practical steps that a general manager can take or provide criteria for decisions they face. The advantages and disadvantages of each tool are listed depending on the nature of the industry, organization or competitive environment in which they are being used, thus allowing the reader to adapt best practice to the unique circumstances of a particular industry and specific company.