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Innovation Capability Maturity Model.

Author: Patrick Corsi
Publisher: London : Wiley-ISTE, 2015.
Series: Control, systems and industrial engineering series.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:
Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change ... the thinking level. No domain and no sector is immune to this transformation in todays' world Having clarified our ideas  Read more...
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Additional Physical Format: Online version: Corsi, Patrick.
Innovation capability maturity model.
London : ISTE ; Hoboken, NJ : Wiley, 2015
Document Type: Book
All Authors / Contributors: Patrick Corsi
ISBN: 1848218273 9781848218277 1119144353 9781119144359 1119144337 9781119144335
OCLC Number: 915153193
Description: 318 pages : illustrations ; 24 x 16 cm.
Contents: Cover; Title Page; Copyright; Contents; Acknowledgments; Preface; List of Acronyms; PART 1: Think Up a Method; 1: Innovation: An Unfinished Journey; 1.1. The journey as the end; 1.2. Application of maturity levels in the innovation process; 1.3. The effects of the knowledge society; 1.4. What the current socioeconomic context indicates; 1.5. Who can benefit from this book and how?; 1.6. How to use this book?; 2: Evaluating the Ability to Innovate; 2.1. The art of change is not one-size-fits-all; 2.1.1. Change is an awareness of a phenomenon's time derivatives. 2.1.2. Any system reflects the maturity of its subsystems2.2. A failed timing translates into zero progress; 2.2.1. When the emergency is in conflict with the ability to innovate; 2.2.2. Moving up the time axis leads to influencing time; 3: A Method to Progress; 3.1. Progress in the ability to innovate requires a method; 3.1.1. Provide a starting point for the method; 3.2. A new basis for competitiveness contributing to a greater whole; 3.2.1. The importance of selected vocabulary; 3.3. Two extremes revealing a relative immaturity; 3.4. Evolving the concept of innovation. 3.5. Controlling the acceleration is now the issue3.6. An algebra of the different levels of maturity (Innovation Capability Maturity Model); 3.6.1. The progression route starts anyway from the lowest point reached; PART 2: A Discourse on the Method; 4: Two Essential Preliminary Levels 0 and 1; 4.1. Level 0 or "we are not concerned"; 4.1.1. What is level 0?; 4.1.2. An example at level 0; 4.1.3. Examples of organizations at level 0; 4.2. The level 1 or "Do it Right First Time"; 4.3. Two examples where innovation at level 1 puts companies under death sentence. 4.4. A company that innovates only by reaction to competition ormarket trends (general study case)4.5. SWOT matrix at level 1; 5: Level 2: Not Yet Mature; 5.1. Level 2 or "redo and, if possible, do better"; 5.2. The SWOT matrix at level 2; 6: Level 3: Maturity in Training; 6.1. Level 3 or "collective efficacy"; 6.2. SWOT matrix at level 3; 7: Mastering Level 4; 7.1. Level 4 or "collective efficiency"; 7.2. SWOT matrix at level 4; 8: Sustainable Mastery at Level 5; 8.1. Level 5 or "dynamic, total and sustainable innovation"; 8.2. SWOT matrix at level 5; PART 3: Implementing the Method. 9: How to Innovate at Level 1?9.1. Introduction; 9.2. What is an innovation action at level 1?; 9.3. What will these actions permit?; 9.4. The functional dimensions of innovation activities; 10: Innovating and Capitalizing at Level 2: Re-visiting the Past for Entering Level 3; 10.1. Assembling the elements of an approach; 10.1.1. Prerequisites for level 3; 10.1.2. Set apart what is urgent from what is important; 10.2. Who is going to lead the innovation approach?; 10.3. How can we reconcile the three business functions above?; 10.4. The innovability diagnostic phase; 10.4.1. A true story.
Series Title: Control, systems and industrial engineering series.

Abstract:

Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the  Read more...

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