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Über dieses Buch

This book offers fresh insights into innovation management and its prerequisites. Based on these insights, the authors present a new and proven innovation system, which is being used in practice and has the potential to significantly increase the ability of enterprises to innovate. Starting with the innovation dilemma that enterprises face, the book analyses the concept of innovation as it is (mis)understood in practice, and identifies the missing element in current innovation theories - the innovation gap. Further, it asks whether today's enterprises are well suited for innovation and then describes a solution to the problems identified. The book also introduces a new and important element of the revised innovation process called “Exploration”. From leadership issues to building a strong innovation model, it offers state-of-the-art knowledge, which can significantly boost the chances of innovation succeeding in enterprises.

Inhaltsverzeichnis

Frontmatter

1. The Origins

Abstract
The present book is the product of a personal examination of innovation that began more than 30 years ago. The introduction below offers an account of the book’s origins.
In recent years, more and more market observers have come to emphasize the role of innovation in the success of enterprises. This is also reflected in the increased attention the subject has received in the literature. In this section, we provide a summary of the main conclusions that are presented in this book.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

The Problem

Frontmatter

2. Innovation: An Abiding Enigma

Abstract
The success of systematic attempts to innovate in real-world enterprises remains marginal. It is apparently still largely unclear what systematic approaches to innovation are supposed to look like. Innovation therefore tends to be regarded more as a matter of alchemy than of science. Indeed, innovation has largely remained an enigma despite all the attention it has received.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

3. The Missing Link: The Innovation Gap

Abstract
The analysis aimed at revealing the specific location in the innovation process where innovation typically fails shows that significant parts of reality were likely not considered by those who presented the conventional funnel model of the innovation process. We refer to the most important missing component as the innovation gap.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

4. “Good Management” in Enterprises Today May Be Blocking Innovation

Abstract
Management theory is oriented towards efficiency maximization. What qualifies today as good management is geared to avoiding detours and minimizing unproductive times. However, it is precisely these detours and “unproductive” times that create a basis for a capacity to innovate. Enterprises that avoid these run the risk of becoming increasingly incapable of innovation.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

The Solution

Frontmatter

5. The Organizational Structure: The Innovative Enterprise

Abstract
In the present chapter, we work out a way of resolving the innovation dilemma and introduce the innovative enterprise that results. While doing so, we illustrate the extent to which the problem centers on the need to integrate two opposing corporate cultures in a single innovative enterprise. We show how this can be achieved in a way that will enable enterprises to avoid divisiveness and continue to flourish. We also propose a number of specific solutions to problems that arise during the innovation process and within the enterprise’s organizational structure.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

6. Exploration

Abstract
In the present chapter, we take a careful look at the exploration process. This process was introduced in the previous chapter where we pointed out that it is very complex: “This new and complex process involves a veritable exploration of the various possible business contexts. For this reason, we refer to it as a process of ‘exploration’.” We therefore want to have a closer look at how to get oneself set up and how to successfully manage this complex task.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

7. Managing Innovators

Abstract
Now that we have examined the necessary organizational and process requirements, we turn our attention in the present chapter to the task of managing innovators. As we have seen, we need NT personality types for innovation. As these NT personality types have a completely different way of thinking and perceiving their environment than the SJ personality types, it stands to reason that it will also be necessary to manage NT personality types according to different principles.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

8. Exploration and Strategy

Abstract
In the present chapter we take a closer look at the connection between innovation and enterprise strategy. In discussing this connection, we assume that enterprises are essentially strategy driven or that they are managed according to strategic principles and plans. This implies that all of the activities that are essential to the well-being of enterprises should be taken account of in the enterprise strategy.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

9. Conclusions and Rules Drawn from Part II

Abstract
We will now attempt to provide an overview of what we have learned in Part II of the book and to compile these into a set of general rules.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

The Implementation

Frontmatter

10. Rules for Systematic Innovation: The Bern Innovation Model

Abstract
The aim of the present book is to enable enterprises to take a systematic and holistic approach to innovation. Enterprises will thereby be able to maximize their chances of success. After deriving and presenting various new elements of innovation management in the first parts of the book, we now turn to the task of forming a unified view from the individual parts.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

11. Final Remarks

Abstract
To conclude our discussion we would like to make a few final remarks in the course of which we also take the opportunity of showing a six-part Blueprint for the Innovative Enterprise. We also outline in tabular form how our view of the subject of innovation has changed as result of our experience writing the book. And last but not least, we also provide explicit answers to our research questions.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

12. The Research Method (Annex)

Abstract
The statistical method commonly used in economics fails whenever a typical business practice is not successful. In such cases, the best one can do with the statistical method is to demonstrate that the business practice doesn’t work. However, if we want to show what a workable solution might look like, we need to orient ourselves on a statistical outlier, an exceptional case. Here, we propose the new method of “anecdotal research,” a special case of action research.
Daniel Huber, Heiner Kaufmann, Martin Steinmann

Backmatter

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