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Über dieses Buch

Within manufacturing, Lean has lead to significant results throughout the world. But what happens when Lean meets Innovation? Is the needed creativity destroyed, or can Lean make the results of the organization even better? In Lean Innovation, Claus Sehested and Henrik Sonnenberg reveal how a managed iteration between creativity and effectiveness can ensure that the visions of top management are realized through the innovation processes. Lean can elevate the innovation processes to a new level where they become a true strategic differentiator. The authors address the key challenges facing leaders of knowledge organizations, and present a number of principles which they can use to bring more leadership into the innovation work. They also discuss methods which can increase result focus and continuous learning in the core innovation processes. The book contains specific and practical examples from five companies who started on a Lean Innovation journey. Innovation Insights from Apple, Google, Toyota, IDEO and others are also included.

Inhaltsverzeichnis

Frontmatter

Understanding the Background

Frontmatter

 . Introduction

‘Lean’ means thin and well-trimmed. Working with lean means working systematically to eliminate all non-value-adding processes in order to achieve your goals with the least possible effort. Unnecessary work, or waste, is used in this connection as an umbrella term for anything that does not create customer value. In the search for waste, you need to look for anything that ‘can’t be invoiced’. Waste is what the customer won’t pay for. Eliminating waste is also a good idea from the point of view of the employee: No one likes to produce something that isn’t used.

Claus Sehested, Henrik Sonnenberg

Chapter 1. The Potential of Lean Innovation

Innovation processes play a key role in realizing a company’s strategic ambitions. The strategic need for agility and value creation forces companies to develop their innovation processes. For companies in global competition, the innovation machine needs to be well-oiled in order to produce good results quickly and with great predictability. So, is this the case?

Claus Sehested, Henrik Sonnenberg

Understanding the Fundamentals

Frontmatter

Chapter 2. Understanding Innovation

Innovation has been a subject of scientific research for many years, and you can find a lot of valuable information for use in your effort to streamline the innovation process. In this chapter, we will discuss what innovation is and which mechanisms work in the innovation process. We will concentrate specifically on the type of innovation that takes place in large knowledge-based organizations.

Claus Sehested, Henrik Sonnenberg

Chapter 3. Understanding Lean Innovation

When we want to give managers a better idea of what lean innovation is, we sometimes give them a little job to do. The purpose of the exercise is to learn how to assemble a Lego car. The managers are often a bit surprised at first that such a simple task can have anything to do with lean. But then they proceed to solve the task with great enthusiasm.

Claus Sehested, Henrik Sonnenberg

Achieving Success with Lean Innovation

Frontmatter

Chapter 4. Releasing the Potential for Innovation

Most companies have a huge untapped potential for increasing innovation value through their existing systems, collective experience and dedicated employees. The possibilities for creating extra value early in the value chain, where the solutions are developed are practically endless. Success is really only limited by the imagination.

Claus Sehested, Henrik Sonnenberg

Chapter 5. Active and Visible Management

With an inspiring and motivational style, management can instill a sense of ownership and energy in the knowledge work. And by maintaining focus on visions, ambitions and follow-up, the management can help translate this energy into results for the benefit of the company. This makes management the single most important factor when it comes to creating innovation processes that realize the strategic objectives through speed and predictability. The difference in the effect produced by an average leader and a great leader is enormous. The significant results by such icons as Jack Welch, Steve Jobs and Richard Branson can be directly tied to great leadership.

Claus Sehested, Henrik Sonnenberg

Chapter 6. Realizing Your Strategy through Portfolio Management

Portfolio management is an often-overlooked discipline for promoting efficiency in the innovation process. Portfolio management is a method for creating a framework that fosters focus and progress in the projects. However, portfolio management often becomes too advanced, and the good intentions drown in prioritization models, prioritization reports and unclear future plans. This does not alter the fact that good portfolio management is a prerequisite for creating the best possible project conditions. Using lean in portfolio management means being inspired by the lean principles to create simple and healthy conditions for project work.

Claus Sehested, Henrik Sonnenberg

Chapter 7. Projects Create Customer Value

Until now, we have limited ourselves to the structures and processes around innovation work. In this chapter, we will take a closer look at projects, which is where knowledge is really transformed into value. They represent a melting pot of needs, ideas, possible solutions, prototypes, competencies, collaboration etc.

Claus Sehested, Henrik Sonnenberg

Chapter 8. The Role of Project Support in Innovation

The ambition to make innovation processes a competitive asset also involves the functions that provide project support. For example, ECCO has a lab in the line function that tests the shoes’ grip, durability and comfort for the development projects.

Claus Sehested, Henrik Sonnenberg

Starting the Development Process

Frontmatter

Chapter 9. Fast from Knowledge to Value

This book has touched upon many different aspects of lean innovation and has presented several viewpoints based on our experience from lean projects. But no two companies are alike. This is important to acknowledge when you begin the process of improving how you innovate.

Claus Sehested, Henrik Sonnenberg

Backmatter

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