| Description |
1 online resource (257 p.) |
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text txt rdacontent |
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computer c rdamedia |
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online resource cr rdacarrier |
| Note |
Description based upon print version of record. |
| Contents |
Front Cover -- Design of Innovation Processes -- Copyright Page -- Contents -- Preface -- Reference -- Acknowledgments -- 1 Overview. Use process manufacturing principles for innovation -- No products in 20 years ... a case for needing an innovation process -- Core idea: go from "genius," "accident," or "gut feel" to repeatable processes -- Service. Starting from your future voice of the customer, create-test prototypes -- Team. Commision a mostly connected and functionally diverse team -- Risk. Express risk or contentious points as questions and hypotheses |
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Ends. Focus your limited attention on one big "Yes" -- Action. Review the Adaptive Execution document every single day -- Monitoring. Ask each team member to account for one number -- Selection. Decide among alternatives with algorithms -- Launch. Nucleate a seed of 2 or 3 people who will commit to try "process" -- References -- Further reading -- 2 Service. Create for the future voice of the customer -- Service. Starting from your Future Voice of the Customer, create-test prototypes -- Definitions. My view of the words innovation, profit, and innovation processes |
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Capacity. Step-by-step to open some capacity if you're short on resources -- Commitment. Set your launch date and budget -- FVoC. Hypothesize the required "Jobs to be Done" of the FVoC -- Generating creative ideas. Write down ideas as individuals! -- Prototypes. Iterate ideas into entire preliminary offerings -- Evaluation. Prioritize your ideas, eventually by algorithm -- Algorithm. Increase your investments profitably by learning faster -- References -- Further reading -- 3 Team. Commission an already-connected team -- Connect your people into a process-oriented Integrated Innovation Team |
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Stage-Gate. It is widely used, but you must modify it to overcome key challenges -- Integrated Innovation Team. Broad expertise to beat complexity -- Attitude. Promote traits that promote innovation -- Caring. Caring for your team might be the hardest skill to learn -- Kinetics of team growth. Forming a team of n people requires time or catalysts -- Growth time. Your team must balance production and production capability -- Barriers. What keeps organizations "stuck with slow"? -- Competition. Focus on your team first, and use competition to your advantage |
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Algorithm. Chemical Game Theory can guide decision-making -- Reference -- Further reading -- 4 Risk. Identify risk and frame it as questions -- Risk. Frame uncertainties as questions -- Hypotheses. Generate Multiple Hypotheses for each question -- Estimate payback, probability, and growth for each hypothesis -- Algorithm. For each question, seek to disprove low-probability hypotheses first -- References -- 5 Ends. Focus attention on one big "Yes" -- A key to innovation leadership is to focus well and avoid the rest -- Idea: Set your VIG to begin with the end in mind |
| Note |
Lead and lag goals. Act on the lead goals to reach the lag goals |
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Description based on print version record. |
| Subject |
Technological innovations -- Management.
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Manufacturing processes.
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Innovations -- Gestion.
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Fabrication.
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manufacturing.
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Manufacturing processes
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Technological innovations -- Management
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| Other Form: |
Print version: Velegol, Darrell Design of Innovation Processes San Diego : Elsevier,c2023 9780323904650 |
| ISBN |
9780323904667 electronic book |
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0323904661 electronic book |
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9780323904650 |
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0323904653 |
| Standard No. |
AU@ 000075034990 |
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