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"Communities of creation." "Innovation networks." "Open market innovation." "Crowdsourcing." Whatever you call it, companies increasingly recognize the urget importance of reaching beyond their four walls to identify new sources of creativity and innovation. Translating such a need into actions tailored to your organization is, however, not easy. Now, two world-renowned business innovation experts address this "execution gap" and help you identify and implement the best network-centric innovation strategy for your company: a strategy that reflects your unique environment, builds on your unique strengths, and achieves your business performance goals.
You'll begin by touring the entire emerging landscape of network-centric innovation, assessing the advantages and tradeoffs of four major approaches, and choosing the one that's best for you. Then, one step at a time, you'll learn how to identify your best opportunities for leveraging external sources of innovation, and overcome each challenge you'll face along the way. The authors help you identify and fill gaps in your organizational capabilities... systematically uncover and mitigate risks... plan and implement your innovation network... protect and promote your intellectual property... define success, measure it, and make it happen.
Orchestra, Creative Bazaar, Jam Central, or MOD Station?
Choosing the best network-centric innovation model for your company
Identifying your best chances to leverage external innovation
Finding opportunities that align with your resources, capabilities, and strategies
Idea Scout, Invention Capitalist, or Innovation Capitalist?
Selecting the right "partner" to enhance your external innovation capabilities
Preparing to execute on network-centric innovation
Improving your cultural, operational, and strategic readiness
Building global networks of innovation with hubs in emerging economies
Harnessing the human potential of China and India for cost-effective innovation
Techniques for global enterprises and tiny specialist firms
Learning from IBM, Unilever, and Boeing... and from the smallest "innovation facilitators" too
Satish Nambisan is Associate Professor of Technology Management & Strategy at the Lally School of Management, Rensselaer Polytechnic Institute. An acclaimed researcher, thought-leader, and consultant, his work encompasses the fields of technology and innovation management, and includes technology strategy, product development, strategic alliances, and interfirm networks. Through his articles in journals, such as Harvard Business Review, MIT Sloan Management Review, Academy of Management Review, and Management Science, he continues to influence both research and practice in the above areas. He has been recognized for his research with awards and grants from several organizations including the IBM Center for Business of Government, Ernst & Young, and the National Science Foundation. He was recently honored with the Whitman Distinguished Alumni Award by Syracuse University. Prior to his academic career, Nambisan held executive positions at Unilever Plc.
Mohanbir Sawhney is McCormick Tribune Professor of Technology and the Director of the Center for Research in Technology & Innovation at the Kellogg School of Management, Northwestern University. A globally recognized scholar, teacher, consultant, and speaker in strategic marketing, innovation, and e-business, he was named by BusinessWeek as one of the 25 most influential people in e-Business. Sawhney's research and writing interests include collaborative marketing with customers, marketing in a new media universe, customer-centric organization design, community-centric innovation, organic growth and strategies for business innovation. His consulting clients have ranged from Accenture and Microsoft to DuPont and Sony. A Fellow of the World Economic Forum, Sawhney is co-author of three books, including The Seven Steps to Nirvana: Strategic Insights into eBusiness Transformation.
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