Innovation that Fits: Moving Beyond the Fads to Choose the RIGHT Innovation Strategy for Your Business

Description:

Over the past decade, companies have tried one new strategy after another to promote innovation: corporate venturing and VC funds, intrapreneuring, patenting and IP licensing, innovation-by-alliance, innovation-by-acquisition, spinouts, spin-ins, and many more. By and large, they've failed. However, innovation is even more urgently necessary than it's ever been. Now, three leading experts on commercializing innovation systematically sort through the wreckage of yesterday's strategies, learning lessons and identifying ideas worth preserving and adapting. To prepare this book, the authors thoroughly examined the record of more than 250 innovation programs from organizations of widely differing sizes and industries, from 1998 through 2003. Based on this unprecedented research, they reveal the right time to use each innovation 'arrow' in your quiver, how to account for contingencies and risks; and how to focus on core innovation challenges -- not just superficial symptoms. Along the way, the authors define a focused, integrated model for innovation: one that is more nuanced and complex, but also better-grounded, more durable, and far more effective.

 

Table of Contents:

Acknowledgments.

About the Authors.

1. Making Sense of Innovation Fads and Fashions.

    Innovation Excitement, Then Disillusionment

    Reconsidering Innovations in Innovation

    Bringing Silicon Valley Inside

    Spinnovation

    Virtual Reality: Patenting, IP, and “Asset-Lite”

    Shared Creation

    If You Can’t Build It, Buy It

    Mixed Results: What Exactly Is It?

    The Allure of Innovations in Innovation

    Background and Overview

2. Corporate Venturing: Best of Both Worlds or Venturing Too Far?

    Breaking the Old Molds

    The Disappointing Record of Corporate Ventures

    The Consummate Corporate Venture Capitalist

    Core Problems with Corporate Venturing

    Can You Be Too Free?

    Diverging Approaches Toward Cars of the Future

    An Established Operating Company Is Not a VC Portfolio

    More Mature CVC Approaches

    The Need for Core Venturing

3. The Virtual Asset-Lite Model: Intellectual Property Licensing.

    The Old Economy: Real Companies, Real Products

    Intellectual Property Rules

    IBM = IPM (Intellectual Property Management)

    The “Knowing” and “Doing” Connection

    The Secret of Life (Patent Pending) Itself

    If You’re So Smart, Why Aren’t You Rich?

    Limitations of the IP-Centric Model

    Size Matters: Scaling Intellectual Property

    IP as a Beginning, Not the End

    Turning Licensing Inside-Out

    The Ins and Outs of In-Licensing

    The Ambiguity of Intangibles

    In-Licensing: Hollowing Out the Core?

    Bottom Line: How Real Is the IP Revolution?

    The Future of Innovation as IP Licensing

4. Innovation by Alliance: Reconsidering Innovation Collaboration.

    The Perils of Partnering

    Collaborating to Compete

    Consortium Dysfunctions

    The Attraction of Open Innovation Collaboration

    The Elusive Symbiosis of Innovation Alliances

    Joint Venturing Lessons Learned

    Toward More Focused Innovation Alliances

    Pursuing Direct, Active, Engaged Partnerships

    Avoiding Joint Problems

5. R&D by M&A: Innovation by Acquisition.

    Why the Acquisition Boom?

    Cisco the Serial Acquirer

    Changing R&D Paradigms

    Need for Speed, Technology, and Talent

    The Deal-Making Denouement

    Hangover from an R&D M&A Binge

    Talented Competition: Palm Versus Handspring

    Buying Innovation Still Can Be a Good Deal

    A Durable Part of a Core Innovation Strategy

    Limits of Innovation by Acquisition

6. Spinnovation: Liberating Value or Spinning Out of Control?

    Liberating Innovation?

    Spinning Out of Control

    Spin.com: How Not to Spin

    The Umbilical-Cord Spinout

    Navigating a Spinout

    Employing Spin Control

    A Tale of Online Travel Agents

    The Right Spin

7. Conclusion: Toward a New Model for Innovation.

    Core Complexity

    Transforming the Core: Internalizing Radical Innovation

    Fueling Core Innovation from Inside and Outside

    Importance of Portfolio and Process

Endnotes.

Index. 

描述：
在過去的十年中，公司嘗試了一個又一個新的策略來促進創新：企業創業和風險投資基金、內部創業、專利和知識產權授權、創新聯盟、創新收購、分拆、分拆收購等等。但大體上，這些策略都失敗了。然而，創新比以往任何時候都更加迫切。現在，三位領先的創新商業化專家系統地整理了昨天策略的殘骸，學習教訓並確定值得保留和適應的想法。為了準備這本書，作者們徹底研究了從1998年到2003年間來自不同規模和行業的250多個創新計劃的記錄。基於這一前所未有的研究，他們揭示了在你的箭袋中使用每一個創新“箭頭”的正確時機，如何考慮到偶發事件和風險，以及如何專注於核心創新挑戰，而不僅僅是表面症狀。在此過程中，作者們為創新定義了一個專注、整合的模型：這個模型更加細緻和複雜，但也更加扎實、持久和有效。

目錄：
致謝
關於作者
1. 理解創新的潮流和時尚
- 創新的興奮，然後失望
- 重新考慮創新中的創新
- 將矽谷引入內部
- 創新的分拆
- 虛擬現實：專利、知識產權和“輕資產”
- 共同創造
- 如果你無法建造它，就買下它
- 混合結果：到底是什麼？
- 創新中創新的魅力
- 背景和概述
2. 企業創業：兩全其美還是冒險太遠？
- 打破舊模式