| 3 | |
| 3M 36, 84, 92, 98, 108, 118, 120, 122, 124, 159, 180, 184-185, 187, 260-264, 268, 273, 275, 280, 284, 290, 332, 340 | |
| 15% rule 108, 123, 288 | |
| Carlton Society 290 | |
| Central Research Laboratory 261, 271 | |
| Central Research Process Laboratory (CRPTL) 261 | |
| diversity 120 | |
| European Business Centre 336 | |
| first-mover strategy 98 | |
| Genesis Grant 262 | |
| Golden Step Award 290 | |
| heroes 122-123 | |
| innovation objective 84 | |
| innovation team 261-266 | |
| Innovator Award 290 | |
| intrinsic motivation 290 | |
| lead user 187 | |
| leapfrog technology 263 | |
| McKnight principles 118, 122 | |
| microreplication 262 | |
| multi-layer film 261 | |
| Pacing Plus Program 263, 340 | |
| patent 263-264 | |
| poster session 185, 261, 273 | |
| R&D organisation 271 | |
| Sector Lab | |
| seed funding | |
| Six Sigma 124 | |
| sponsor 262 | |
| technical centre 262, 271 | |
| Technical Circle of Excellence 290 | |
| Technical Forum 261, 273 | |
| technological platform 92 | |
| Technology Fair 261 | |
| tolerance for failure 118 | |
| values 118, 120, 122-123 | |
| Vikuiti 263, 280 | |
| team 280 | |
| A | |
| adjacency 72, 87-88, 209 | |
| adopter groups 239-240 | |
| early adopter 172, 239 | |
| Airbus 55 | |
| Alcoa 190 | |
| Vino-Lok 190 | |
| Aldi 31, 53, 63 | |
| Allied Signal 271 | |
| alpha mistake 160 | |
| amazon 36, 58, 81, 119-120, 148, 154-155, 199, 207-211, 232, 284 | |
| Bezos 148, 207-210, 284 | |
| business model 210 | |
| competency 209 | |
| customer centricity 207-211 | |
| customer experience 209-211 | |
| customer insight 208 | |
| experimentation 148, 208-209 | |
| goal setting 210 | |
| Lab 126 284 | |
| long tail 209 | |
| vision 81, 207 | |
| values 119-120 | |
| word-of-mouth 207 | |
| Zappos 155, 210-211 | |
| Anheuser-Busch InBev 26 | |
| Apple 36-37, 66, 88-90, 93, 141, 150, 182, 193, 227-233, 238, 241-244, 272, | |
| 274, 306, 318, 343, 359-360 | |
| Apple App store 232, 243 | |
| Apple store 242 | |
| business model 93, 230 | |
| competencies 89, 318 | |
| distribution platform 93 | |
| face-to-face communication 343 | |
| innovation arena 88-90 | |
| iPad 231-232 | |
| iPhone 231-233, 306 | |
| iPod 63, 66, 93, 229, 238, 241-243 | |
| iPod mini 230, 241 | |
| iPod nano 230, 241 | |
| iPod shuffle 230 | |
| iPod video 230 | |
| iTunes 66, 93, 228, | |
| iTunes Store 66, 229-230, 232 | |
| iTV 89, 306 | |
| MP3 player 228 | |
| R&D expenditure 232 | |
| Soundjam 227-228 | |
| Steve Jobs 141, 182, 227-230, 274, 359-360 | |
| Windows compatibility 229, 241, 243 | |
| Aravind Eyecare 58 | |
| ArcelorMittal 26 | |
| ARM 56 | |
| AT&T 31-32, 45, 316 | |
| Bell Laboratories 31, 316 | |
| Audi 187 | |
| lead user 187 | |
| B | |
| balance 32-35, 70-71, 117, 124 | |
| Beiersdorf 92, 94-95, 180 | |
| Coenzym Q10 92, 94-95, 180 | |
| Nivea 94 | |
| roadmap 94-95 | |
| Bell Laboratories 31, 316 | |
| best-practice sharing 113 | |
| Betriebsblindheit 215 | |
| Big Idea 114, 178-179, 181, 196, 238 | |
| BMW 117, 150, 175-178, 186-187, 195, 253, 255-256, 273-274, 293, 299, 306 | |
| Customer Innovation Lab (CIL) 177-178, 293 | |
| design 299, 306 | |
| experimentation 177 | |
| external idea 177-178 | |
| idea generation/ sourcing 175-178 | |
| innovation culture 176 | |
| innovation portfolio 255-256 | |
| innovation team 177 | |
| lead user 177-178, 187 | |
| market-technology portfolio 255-256 | |
| open innovation 177-178 | |
| Palo Alto Technology Office (PATYO) 177 | |
| project priorization 253 | |
| Projekthaus 176, 273 | |
| prototype 177 | |
| radical innovation 176-177 | |
| Red Square 176, 195 | |
| research & innovation centre (FIZ) 176 | |
| submarine project 175-176 | |
| Virtual Innovation Agency 177-178 | |
| Boeing 193 | |
| Bonduelle 186 | |
| Bosch 335 | |
| business case 46-50, 145 | |
| business model 60-66, 77, 79, 116, 131, 133 | |
| company master business model 63-66 | |
| customer value proposition 61-62 | |
| profit formula 61-62 | |
| business model innovation 52-53, 60-63, 116, 209 | |
| business model life cycle 33 | |
| BYD 26, 36 | |
| C | |
| Carrefour 188 | |
| “Cell” chip 78 | |
| change management 349-357 | |
| errors 349 | |
| incentive to change 13-14, 18, 112, 353 | |
| innovation change team 351 | |
| process 350-357 | |
| sense of urgency 351 | |
| short-term win 351 | |
| chaos 105, 116-117 | |
| Cisco 88, 312 | |
| clay model (freeze) 135, 137, 140 | |
| Club of Rome 192 | |
| Colgate 172-173 | |
| co-location 278 | |
| commercialization 73, 158, 161, 236-239 | |
| commoditization 29 | |
| communication 215 | |
| asynchronous 344 | |
| content 215 | |
| face-to-face 280, 343-345 | |
| groupware 293, 343-345 | |
| netiquette 346 | |
| non-verbal 215 | |
| truncated 345 | |
| verbal 215 | |
| competency (see innovation competency) | |
| competitive advantage 78, 244 | |
| sustainable 244 | |
| computer-aided design (CAD) 149, 308 | |
| concept-product test 44, 146, 212 | |
| concurrent engineering 150 | |
| consumer insight 10, 209, 211-220, 342 | |
| Continental Lite 66 | |
| convergence of technologies 28 | |
| core competency 10, 87-88, 90, 251, 311 | |
| creativity 32-34, 71, 111, 114, 188-197 | |
| culture 35, 37-38, 76, 103-127, 265, 283, 330, 349-357 (see also innovation | |
| culture) | |
| behavioural norms 118-121, 123 | |
| change 112 | |
| corporate 35, 37-38, 103-127, 265, 283, 330, 349-357 | |
| culture clash 123-125, 330 | |
| difference 343, 346 | |
| diversity 343, 346 | |
| foreign 330 | |
| geographical 347 | |
| team culture 347 | |
| customer insight 10, 209, 211-220 | |
| customer intimacy 213-214, 221 | |
| customer proximity 331 | |
| D | |
| Dell 29-30, 196, 293 | |
| brainstorming 196 | |
| IdeaStorm 196, 293 | |
| StormsSessions 196 | |
| diffusion 238-240 | |
| phases 238-239 | |
| adopter groups 239-240 | |
| diffusion speed 28 | |
| discipline 17, 34, 114, 141-142 | |
| Disney 93, 195, 231, 274 | |
| brand platform 93 | |
| Imagineering 195 | |
| disruption 190-192, 205 | |
| demographic 192, 205 | |
| macro-economic 192, 205 | |
| micro-economic 192, 205 | |
| natural 192, 205 | |
| other man-made 192, 205 | |
| political 192, 205 | |
| slow-building, 190-192 | |
| sudden 190-192 | |
| technological 192, 205 | |
| disruptive innovation 56-59, 85, 169, 268-270, 285, 286, 288 | |
| constraints 58-59 | |
| distribution platform 93 | |
| Dr. Reddy’s 26 | |
| dual-ladder career 290 | |
| DuPont 116, 237-238 | |
| Dyson 141 | |
| E | |
| early adopter 107, 172 | |
| ebay 97 | |
| Edison 31, 111, 148 | |
| efficiency 32-34, 330-331 | |
| global 330-331 | |
| Eh Lilly 162 | |
| Alimta 162 | |
| Emirates 26 | |
| entrepreneurship 34, 105 | |
| Estate 9 | |
| Ethical Coffee Company 134 | |
| eureka moment 167 | |
| experimentation 11-12, 17, 20, 118-119, 122, 148-149, 208-209, 354 | |
| F | |
| Facebook 97, 110, 134, 217 | |
| fast follower 95-99 | |
| first mover 95-99 | |
| first-to-market 95-99 | |
| Flextronics 77 | |
| focus group 215, 217 | |
| follow-on innovation 241 | |
| food industry 337, 338 | |
| Ford 217, 307, 338 | |
| front-loading 138, 149-150, 304 | |
| G | |
| GE 22, 36, 88, 92, 111-116, 184, 195, 290, 293, 304-305, 335, 352-354 | |
| adjacency 88 | |
| best-practice sharing 113, 182 | |
| business model 116 | |
| CECOR process 114 | |
| change management 111-116, 352-354 | |
| China 115 | |
| Commercial Council 113-114, 354 | |
| competencies 111-113, 354 | |
| corporate venture fund 114, 354 | |
| culture 111-112 | |
| dreaming session 195 | |
| „Ecomagination” 115 | |
| Ecomagination Challenge 115 | |
| Excellerator Award 113, 290 | |
| GE University 112 | |
| growth heroe 113 | |
| Growth Leader 113, 354 | |
| growth process 112-113 | |
| “Healtymagination” 116 | |
| „Imagination Breakthrough” 114-115 | |
| Immelt 111-116 | |
| incentive for change 112, 353 | |
| innovation pipeline 113,115 | |
| innovation process 114, 354 | |
| intrinsic motivation 290 | |
| „John F. Welch Learning Center” 112 | |
| Leadership Innovation and Growth (LIG) 113 | |
| open innovation 115 | |
| organic growth process 112 | |
| radical innovation 113 | |
| research centre 113 | |
| reverse innovation 113 | |
| review meeting 114 | |
| sense of urgency 353 | |
| Six Sigma 304-305 | |
| technological platform 92 | |
| values 111-112, 354 | |
| virtual idea box 113, 293 | |
| vision 111, 116, 353 | |
| Welch 111-112 | |
| Genentech 283-284 | |
| General Motors 159 | |
| GlaxoSmithKline 280 | |
| global innovation management 323-348 | |
| centralized 332-337 | |
| concentrated 332 | |
| decentralized 332-337 | |
| distributed 332 | |
| multi-centered 334 | |
| global product 337-339 | |
| globalizable product 338 | |
| globalization 26-28 | |
| globalization penalty 341 | |
| Goldwind 26 | |
| Google 24, 32, 36-38, 77, 81, 90, 93, 103-110, 117-121, 148, 159, 180, 186 | |
| 201, 232, 268, 277-278, 283-284, 312-313 | |
| 20% rule 108-110, 288, 290, 306 | |
| 70/20/10 rule 10 | |
| acquisitions 312-313 | |
| AdSense 93, 109-110 | |
| AdWords 93, 186 | |
| Android 284, 290, 306 | |
| Apps 77 | |
| autonomous unit 284 | |
| beta test 107 | |
| Brin 105 | |
| business model platform 93 | |
| chaos 105 | |
| Chief Culture Officer 105 | |
| co-location 278 | |
| core principles 106-107 | |
| culture 103-110 | |
| Desktop Search 104-105, 180 | |
| Director of Other 110 | |
| Docs 77 | |
| eat your own dog food 107 | |
| experimentation 104, 107, 118 | |
| fail fast and cheap 148, 159 | |
| Founders’Award 105, 110, 290 | |
| Gmail 104, 109-110 | |
| Google Labs 104 | |
| Google Mail 109 | |
| Google Mini 104 | |
| Googleplex 108 | |
| Googler 104, 108-110 | |
| Google-y 106 | |
| iGoogle 104, 277 | |
| innovation culture 103-110 | |
| innovation team 104-105, 109-110 | |
| iteration 107 | |
| mission 106 | |
| Page 103, 105, 110, 121 | |
| pay per dick 186 | |
| principles 106-107 | |
| project team 109 | |
| prototype 107, 110, 148 | |
| R&D expenditure 232 | |
| Schmidt 81, 105-110, 278-279 | |
| skunk work 284 | |
| spirit of a small company 105, 108 | |
| tolerance of failures/ mistakes 103, 121 | |
| values 103-110, 118-120 | |
| vision 81, 106 | |
| top-down innovation 180 | |
| You Tube 110-111 | |
| Gore 116-117, 277-278 | |
| Gross Rating Points 179 | |
| Grünenthal 162 | |
| H | |
| Haier 26 | |
| Henkel 96, 223 | |
| Persil 96, 223 | |
| Hennes & Mauritz 63 | |
| Hewlett-Packard 36, 283, 359-360 | |
| hidden champion 37 | |
| Honeywell 272 | |
| Huawei 26 | |
| Hyundai 26, 306-311, 313-315, 317-318 | |
| Accent 307 | |
| Advanced Engineering and Research Institute 309 | |
| Alpha car engine 310 | |
| Automotive IT Innovation Centre 310 | |
| Central Advanced Research & Engineering Institute Uiwang 309 | |
| competencies 306-311, 313-315, 317-318 | |
| computer-aided design (CAD) 308 | |
| computer-aided manufacturing 308 | |
| Eco-Technology Research Institute Yongin 309 | |
| Elantra 310 | |
| European Design Centre 309 | |
| European Technical Centre 309 | |
| Excel 307 | |
| fast follower 311 | |
| Hyundai Motor Company 26, 306-311, 313-315, 317-318 | |
| KIA 310-311 | |
| licensing agreement 308, 309 | |
| mild hybrid 310 | |
| Namyang R&D Centre 309 | |
| Pony 307 | |
| Santa Fe 308 | |
| Santro 309 | |
| sense of urgency 351, 353 | |
| Tau V8 engine 310 | |
| team 307 | |
| technological roadmap 310 | |
| U.S. Design Center 308 | |
| I | |
| IBM 14-21, 32, 35-36, 78, 117-123, 196-197, 264-266, 268, 278, 280-281, 284,286-287, 293, 343-344, 352-354 | |
| Atkins 19 | |
| brainstorming 196, 266 | |
| „Cell” chip 78 | |
| change management 14-21,352-354 | |
| collaborative software 266 | |
| co-location 278 | |
| competencies 16, 19, 344 | |
| Corporate Investment Fund 18, 286, 344 | |
| culture 17, 21 | |
| Emerging Business Opportunity (EBO) 16-21, 287, 344 | |
| Emerging Business Organization (EBO) 16-20, 268-269, 284, 287, 344 | |
| experimentation 17, 20 | |
| Gerstner 14-20 | |
| Harreld 18-20 | |
| host division 17-19, 268-269, 284, 286 | |
| IBM-Sony-Toshiba “Cell” team 264-266, 277-278, 280-281, 343 | |
| Innovation Jam 196-197, 243 | |
| innovation process 17-19, 344 | |
| iteration 265 | |
| Kovac 19-21 | |
| learning 20 | |
| milestone 18, 20 | |
| not-invented-here-syndrome 265 | |
| Palmisano 19-20 | |
| prototype 266 | |
| STI Design Centre 265, 278 | |
| supercomputer-on-a-chip 264 | |
| Thompson 16-18 | |
| tolerance for failure 118, 121 | |
| values 344 | |
| white space 16, 17 | |
| wiki 344 | |
| idea generation 71, 73, 75, 115, 145-146, 167-197, 267, 274-275 | |
| adaption 44, 181-182 | |
| adopt/adapt/create 181-182 | |
| adoption 181-182 | |
| bionics 193 | |
| bottom-up 179 | |
| brainstorming 137, 193-197 | |
| brainwriting 194-195 | |
| combination 193 | |
| conjoint analysis 193 | |
| contest 196 | |
| convergent thinking 194 | |
| corporate suggestion system 176, 183-184, 188 | |
| crowdsourcing 196 | |
| customer complaint 190 | |
| divergent thinking 194 | |
| event-driven idea creation 190 | |
| existing idea 180-188 | |
| external source 71, 73, 75, 182-188 | |
| idea chain 183-184 | |
| idea creation 181, 188-197 | |
| idea data Base 183-184, 188 | |
| idea search 181-182 | |
| internal source 71, 183-184 | |
| intuitive-creative method 193 | |
| lead user 187 | |
| morphological box 193 | |
| nominal group 189 | |
| observation 190 | |
| open innovation 71-75, 115, 177-178, 267, 274-275, 305, 354 | |
| original idea 180 | |
| organization for connections 73-75, 261, 267, 273 | |
| out-of-the-box thinker 189 | |
| patent search 192 | |
| permanent idea generation 190 | |
| product positioning model 193 | |
| proudly found elsewhere 181-182 | |
| real group 189 | |
| science fiction 192 | |
| „steal with pride” 181 | |
| systematic-analytical method 193 | |
| top-down 95, 179 | |
| trade fair 192 | |
| TRIZ 193, 305 | |
| written communication 190 | |
| idea sharing 28, 182 | |
| idea sourcing | |
| external 71, 73, 75, 182-188 | |
| internal 71, 183-184 | |
| IDEO 195-196, 215, 300 | |
| imitation 28-29, 95, 98 | |
| in-company visit 216-217 | |
| incremental innovation 51-56, 95, 124, 141, 143-152, 240, 282, 286, 343 | |
| incubator 109 | |
| Inditex 47, 50, 338 | |
| Ortega 46-47 | |
| Infosys 26 | |
| in-home visit 216-217 | |
| InnoCentive 74, 275 | |
| innovation arena strategy 86-91, 109 | |
| search field 86 | |
| three-axes model 86-90 | |
| innovation as a social process 273 | |
| innovation board 11-12, 271-272 | |
| innovation competency 10, 12, 16, 19, 37-38, 75, 79, 86-91, 112-113, 129, 209,299-322 | |
| acquisition 79, 86, 209, 311 | |
| acquisition of team 312 | |
| behaviour 316-317 | |
| buying know-how 312 | |
| core competence 10, 12, 87-88, 90-91, 251, 311 | |
| development 112-113, 311 | |
| explicit knowledge 313-317 | |
| formal training 12, 75, 112-113, 354 | |
| hire external expert 129, 312 | |
| judgment 315-317 | |
| knowledge 13, 313-320 | |
| leadership competence 12, 35, 75, 113, 315-317, 354 | |
| licensing know-how 312 | |
| market competence 315-317 | |
| personal/social competence 315-317 | |
| process competence 315-317 | |
| skill 314-320 | |
| speed 312 | |
| tacit knowledge 313-317 | |
| teachable moment 75 | |
| technology competence 315-317 | |
| innovation competency mode! 315 | |
| innovation consultant 267, 273 | |
| innovation culture 11-12, 17, 20, 35, 37-38, 76, 103-127, 176, 316 | |
| behavioural norms 118-121 | |
| challenge the status quo 119 | |
| customer-orientation 120, 207-211, 215 | |
| diversity 120 | |
| experimentation 11-12, 17, 20, 118-119, 122, 148-149, 208-209, 354 | |
| inclusion 120 | |
| open-mindedness 120 | |
| tolerance of failure/ mistakes 118, 121-123 | |
| values 118-121 | |
| Walk the talk 121-123 | |
| innovation cycle 28, 238-244 | |
| innovation hero 122-123, 136, 149 | |
| innovation intermediary 74-75 | |
| innovation management system 37-38 | |
| innovation mentor 267, 273 | |
| innovation network 74 | |
| innovation objective 13-14, 37-38, 82-86, 101-102 | |
| embedment objective 13, 82, 101 | |
| input objective 83, 85, 102 | |
| output objective 83-84, 101 | |
| process objective 83, 85, 102 | |
| project objective 82, 101 | |
| time-to-market 84-85, 91, 135, 142, 235-236 | |
| innovation pipeline 14, 75, 85, 113, 250-253, 326 | |
| innovation portfolio 56, 249-259 | |
| balance 252-254, 257 | |
| bubble chart 255-256 | |
| management 253-259 | |
| plausibility check 254, 257 | |
| project evaluation 258-259 | |
| project priorization 253, 257 | |
| review 253 | |
| review meeting 256-258 | |
| risk-return chart 254 | |
| value maximization 253-254 | |
| innovation process 17-19, 27, 38, 86, 95, 129-166, 304, 340-342 | |
| accelerated stage-gate process 147-149 | |
| action standard 158, 340 | |
| business case 145 | |
| centralized control 341 | |
| criteria 146 | |
| development phase 145-146 | |
| distributed responsibility 342 | |
| experimentation 11-12, 17, 20, 118-119, 122, 148-149, 208-209, 354 | |
| flexible process 150-151 | |
| front-loading 138, 149-150, 304 | |
| funnel 145, 157-158 | |
| gate 86, 95, 142-147, 340 | |
| gate meeting 144 | |
| global 340-342 | |
| go/kill/shelve 144, 157-159 | |
| go/no go 144, 157-159 | |
| idea filter 144-145 | |
| killer issue 155, 200 | |
| launch phase 146 | |
| learning 142, 147, 153, 161-162 | |
| milestone process 142-143, 152-157, 200 | |
| must-meet criteria 146 | |
| postmortem 147 | |
| post-tracking 146-147 | |
| prototype 148-149 | |
| rapid analysis 145-146 | |
| rapid prototyping 149 | |
| seed funding 11-12, 18, 72-73, 148, 262, 270, 286-288 | |
| should-meet criteria 146 | |
| stage 144-147 | |
| stage-gate process 141-153, 157-160 | |
| testing 146, 148 | |
| innovation strategy 37-38, 86-99 | |
| innovation arena strategy 86-91 | |
| imitation strategy 99 | |
| market entry strategy 95-99 | |
| platform strategy 91-95 | |
| three-axes model 86-90 | |
| innovation team 12-13, 44, 85, 104-105, 109-110, 120, 136, 143, 177, 261-266,275-282, 283, 340-347 | |
| asynchronous participation 344 | |
| autonomous unit 283-286 | |
| champion 281 | |
| coach 282 | |
| co-location 278 | |
| complementary skills 280 | |
| common vision 280 | |
| core team 280, 282 | |
| cross-functional 276 | |
| dedicated 288-290 | |
| diversity 121, 280, 343 | |
| extended team 282 | |
| extra-ordinary team 276 | |
| face-to-face communication 280, 343-345 | |
| forming-storming-norming-performing cycle 277-278, 345 | |
| full-time member 288 | |
| fully dedicated team member 85, 288-290, 343 | |
| global 340, 342-347 | |
| groupware 293, 343-345 | |
| groupthink 280 | |
| hierarchical group 275 | |
| integration 284-286 | |
| joint und mutual responsibility 281 | |
| knowledge obsolescence 289-290 | |
| linkage 71, 124, 283 | |
| multi-cultural/-national 281-282 | |
| netiquette 346 | |
| obeya 136 | |
| part-time team member 288, 343 | |
| performance target 275-276 | |
| potential team 277 | |
| pressure to perfrom 276 | |
| probability of communication 278 | |
| process observer 282 | |
| project assignment 289 | |
| pseudo-team 276-277 | |
| real team 276-277, 344 | |
| separation 71, 125, 130-131, 284-286 | |
| single-leader unit 275-276 | |
| small team 278-280, 288, 344 | |
| sponsor 282 | |
| team basics 277 | |
| team building 277, 345 | |
| team culture 347 | |
| team discipline 275 | |
| teaming up 291-292 | |
| team leader 265-266, 282 | |
| team size 167, 177, 278-280, 345 | |
| time pressure 276 | |
| unified procedure 280-281 | |
| virtual 343-347 | |
| Intel 81, 344 | |
| intellectual property (IP) 28-29, 275 | |
| interview 216-217 | |
| one-on-one 267 | |
| psychological in-depth 267 | |
| Intuit 141 | |
| invention 31 | |
| Italdesign 307-308 | |
| iteration 107, 149, 265 | |
| ITC 58-59 | |
| J | |
| JBS 26 | |
| J.D. Power 307 | |
| job rotation 75, 112, 320, 354 | |
| K | |
| Kao 51, 173-174, 185, 237 | |
| Attack 185 | |
| Quickle Wiper 51, 173-174, 182, 237 | |
| Kimberly-Clark 238 | |
| Kodak 22 | |
| Kraft Foods 133 | |
| Kyoto Climate Change Conference 140 | |
| L | |
| later-stage funding 286 | |
| law of large number 268 | |
| leader 318-320 | |
| conventional 319 | |
| lateral 318-320 | |
| leadership competencies 12, 35, 75, 113, 315-320, 354 | |
| lead user 177-178, 187, 214 | |
| “lean” business model 66 | |
| Lean Delivery System 66 | |
| Lean Manufacturing System 66 | |
| Lean Product Development System 66 | |
| learning 142, 147, 153, 161-162 | |
| learning from failure 44, 103, 105, 121, 161-162 | |
| Lego 187 | |
| lead user 187 | |
| Lego Factory 187 | |
| Mindstorms 187 | |
| Lenovo 26 | |
| LG 26, 36, 81, 90 | |
| vision 81 | |
| life cycle 26, 33, 238-240 | |
| Linux 77 | |
| L’Oral 94 | |
| M | |
| market entry strategy 95-99 | |
| entry barrier 97-98 | |
| fast follower 15, 77-78, 95-99 | |
| FastSecond 98-99 | |
| first mover77, 95-99, 168 | |
| first-to-market 95-99 | |
| fisrt-to-mass-market 99 | |
| follower 95 | |
| late follower 95 | |
| me-too product 95, 97 | |
| pioneer 95 | |
| market proximity 330 | |
| market research 220-224 | |
| action standard 222 | |
| concept 223 | |
| hypothesis 222 | |
| qualitative 221-222 | |
| quantitative 221-222 | |
| Total Quality 220-222 | |
| Matsushita Electric 140 | |
| Maytag 9 | |
| McDonald’s 186, 341 | |
| McCafe 186 | |
| Micron Technology 302-303 | |
| Microsoft 24, 36-37, 55, 64, 76-81, 88, 92, 97-98, 105-106, 120, 147-148, 159, 187, 192, 201, 217-219, 229, 232, 264, 278-279, 310, 312, 328 | |
| vision 81 | |
| Windows operating system 76, 98, 229, 241 | |
| Xbox 64, 76-80, 264 | |
| Xbox 360 79-80, 97 | |
| Xbox Live 64, 78-80, 92 | |
| Xenon 78-79 | |
| XNA Game Studio Express 79, 188 | |
| Zune 231 | |
| milestone process, 18, 20, 142, 152-157, 165-166 | |
| assumption 153, 165 | |
| assumption chart 156 | |
| assumption check155 | |
| discovery-led approach 154 | |
| learning 20, 142, 153 | |
| learning checkpoint 142, 153 | |
| milestone 18, 20, 152-157 | |
| minimum viable product (MVP) 155 | |
| real option approach 154 | |
| reverse income statement 156, 166 | |
| mistakes 160-161 | |
| alpha 160-161 | |
| beta 160 | |
| Mitsubishi Motors 307-308 | |
| monetization 108 | |
| motivation 290 | |
| dual-ladder caree 290 | |
| intrinsic 290 | |
| material 290 | |
| non-material 290 | |
| Motorola 145, 312-313 | |
| N | |
| Narayana Hrudayalaya Hospitals 58 | |
| National Starch | |
| NestM 65, 129-134, 141, 285 | |
| business model 65, 131, 133 | |
| competency 129 | |
| Dolce Gusto 65, 133 | |
| Gaillard 129, 131-132, 134 | |
| instant coffee 131-132 | |
| Nespresso 65, 129-134, 141-142, 285 | |
| Nespresso boutique 133-134 | |
| Nespresso Club 132-133 | |
| Nest16 Coffee Specialties 129, 132 | |
| patents 130, 133 | |
| reneovation 129 | |
| roast & ground (R&G) coffee 131 | |
| sponsor 132 | |
| technology platform 133 | |
| Netscape 98 | |
| NineSigma 74, 275 | |
| Nintendo 36, 77-78, 80, 192 | |
| GameCube 78 | |
| Wii 80, 192 | |
| Nivea 94 | |
| Nokia 21, 36, 90, 306 | |
| Nomacore 190 | |
| not-invented-here syndrome 182, 197, 265 | |
| Novo Nordisk 160 | |
| 0 | |
| objective (see innovation objective) | |
| observation 190, 216-220 | |
| open innovation 71-75, 115, 177-178, 267, 274-275, 305, 354 | |
| Open University 58 | |
| organizational blindness 215 | |
| organizational structure 71, 116-117, 261, 267-273, 284-286, 330-337 | |
| autonomous unit 125, 284 | |
| centralized 267-271, 332-337 | |
| centralization 331-337 | |
| central laboratory 261, 271 | |
| centre of excellence 267, 333 | |
| centre of innovation 267, 333 | |
| chaos 105, 116-117 | |
| Chief Innovation Officer (CIO) 267, 272-273 | |
| concentrated locations 332 | |
| decentralized 129, 267-271 | |
| decentralization 331-337 | |
| distributed locations 332 | |
| divisional 332-333 | |
| fixed 331 | |
| flat 105 | |
| flexible 331 | |
| functional 331 | |
| global 330-337 | |
| global control centre 333 | |
| globalization penalty 341 | |
| goal 330 | |
| hybrid 17, 268 | |
| integration 284-286 | |
| innovation board 267, 271 | |
| innovation centre 334-336, 340-341 | |
| innovation consultant/mentor 267, 273 | |
| just enough 71 | |
| lead country 333, 337 | |
| linkage 71, 124, 283 | |
| multi-dimensional 332 | |
| organization for connections 73-75, 261, 267, 273 | |
| organization for managing open innovation 267 | |
| regional 332-337 | |
| separation 71, 125, 130-131, 284-286 | |
| technical centre 262, 271 | |
| overshooting 57 | |
| Overture 186 | |
| ownership 33-34, 119 | |
| P | |
| Panasonic 90 | |
| Panasonic EV 140 | |
| patent 31, 71, 98, 113, 130, 133, 170, 193, 247, 249-250, 263, 305 | |
| patent search 193 | |
| peripheral vision 191 | |
| Pfizer 161, 247-253 | |
| clinical trial 248, 251 | |
| core competence 251 | |
| Lipitor 161, 247, 249-250 | |
| patent protection 247, 249-250 | |
| product pipeline 250-253 | |
| product portfolio 249-252 | |
| Torcetrapib 247-249 | |
| Pixar 274 | |
| Pizza Hut 236 | |
| platform 91-95 | |
| brand 92-93 | |
| business model 93 | |
| distribution 93 | |
| physical 91 | |
| technological 92, 133 | |
| platform management 91 | |
| platform strategy 91-95 | |
| portfolio (see innovation portfolio) | |
| power-marketing 238-240 | |
| private labet 29, 97 | |
| process (see innovation process) | |
| process innovation 32 | |
| Procter & Gamble 21, 24, 28, 36, 51, 56, 59, 64, 69-76, 81, 84-85, 92-93, 98 | |
| 113,117, 119-122,124, 142,146, 148-150, 156-157,166-175, 180-182,184- | |
| 185,188, 190,193,195-196, 200-201, 215-220, 223,237,268-274, 279,284- | |
| 288,290, 292,313,316, 319-320, 323-327, 332-334,338,352-354, 359-360 | |
| Ariel 96, 185, 223 | |
| being-girl.com 220 | |
| best-practice sharing 182 | |
| brand platform 92-93 | |
| capessa.com 220 | |
| change management 352-354 | |
| China 268 | |
| coaching 75 | |
| Communities of Practice (Meetings) 185, 273, 292 | |
| competencies 64, 75, 313, 316, 319-320, 354 | |
| Connect + Develop 73-74, 274, 292, 354 | |
| ”consumer is boss” 215 | |
| Corporate Functions 324 | |
| Corporate Innovation Fund (CIF) 72-73, 170, 287 | |
| Corporate New Business Development Group (CNBD)270, 287-288, 354 | |
| Cost Innovation Award 299 | |
| Crest Whitestrips 52, 56, 59, 64, 72-73, 156-157, 166-173, 201, 270, 285 | |
| culture 69,76 | |
| disruptive innovation 69, 71-73, 85, 169-170, 269-270, 288 | |
| distribution platfrom 93 | |
| Dryel 64, 70 | |
| experimentation 72, 148 | |
| Febreze 92-93 | |
| first moment of truth 218, 323-324 | |
| first-mover strategy 96, 98 | |
| Folgers coffee 59 | |
| for-me-online.de 220 | |
| ”Future Works” 72, 170-171, 269-270, 280, 284, 287-288, 354 | |
| Gilette 76, 324, 326 | |
| global brand 93, 326-329 | |
| Global Business Services 324-325 | |
| Global Business Unit 70-71, 73, 268, 274, 287-288, 323, 325-326 | |
| Global Technology Council (GTC) 270, 287-288, 324, 354 | |
| heroes 122 | |
| Procter & Gamble (cont’d) | |
| Impress 168 | |
| innovate innovation 71 | |
| innovation board 271-272 | |
| Innovation Gym 195 | |
| innovation intermediary 74-75, 275 | |
| Innovation Leadership Team (ILT) 270, 287-288, 354 | |
| InnovationNet 71, 292, 325 | |
| innovation network 74 | |
| innovation objective 71, 73, 84-85, 353 | |
| innovation pipeline 75, 326 | |
| innovation process 354 | |
| innovation review 182 | |
| innovation team 72, 120, 167-170, 288 | |
| intrinsic motivation 290 | |
| Jager 69-70, 323, 326 | |
| job rotation 75, 124, 320, 354 | |
| killer issue 155, 200 | |
| Lafley 56, 59, 69, 73, 113, 182, 215, 218-219, 326, 360 | |
| learn from failure 121-122 | |
| Living It 218 | |
| Market Development Organization (MDO) 324-325 | |
| Mills 167 | |
| Mr. Clean AutoDry | |
| Mr. Clean Magic Eraser 28, 74 | |
| Mr. Clean MagicReach 196 | |
| New Business Development (NBD) 73, 287 | |
| observation 215 | |
| one-page recommendation 146 | |
| online market research 220-221 | |
| open innovation 71, 75, 115, 274-275, 354 | |
| „Organisation 2005″ 70-71, 323-327 | |
| Pampers 92 | |
| patent 170 | |
| Pepper 69 | |
| pipeline of leaders 75, 354 | |
| poster show 185, 273 | |
| product-based divisional structure 323 | |
| product life cycle 26, 33 | |
| prototype 73, 168, 170 | |
| proudly found elsewhere 181-182 | |
| radical innovation 157, 269-270, 287-288 | |
| research center 324 | |
| second moment of truth 324 | |
| seed fund(ing) 72, 270, 287, 354 | |
| sense of urgency 353 | |
| Smale 122 | |
| sponsor 73, 170, 270, 284 | |
| structure 71, 73 | |
| success model 327 | |
| success rate of innovations 75, 84, 326 | |
| Swiffer 28, 51, 70, 174-175, 180, 185, 196 | |
| Swiffer Duster 188 | |
| teachable moment 75 | |
| technological platform 92 | |
| technology entrepreneur 73-74, 274, 292 | |
| technology transfer 324 | |
| „think global, act local” 323 | |
| time-to-market 142 | |
| transaction learning experiment (TLE) 148 | |
| Tremor 220 | |
| values 119-122, 354 | |
| Vic Mills Society 290 | |
| virtual store 218 | |
| vision 81, 353 | |
| Vocalpoint 220 | |
| Working It 218 | |
| world product 328 | |
| product architecture 91 | |
| flexible 91 | |
| modular 91 | |
| trade-off 91 | |
| product innovation 52-53, 60-63 | |
| product insight 212 | |
| product development approach 337-340 | |
| B2B 337 | |
| B2C 337 | |
| cluster of countries 338 | |
| global 337-339 | |
| globalizable 338 | |
| glocal 338 | |
| international 339 | |
| purely local 338 | |
| standardized 337 | |
| world product 338 | |
| product life cycle 26, 33, 239-240 | |
| prototype 12, 148-149, 168, 170, 223 | |
| R | |
| radical innovation 51-56, 113, 123-124, 141-142, 153-157, 240, 280, 282, 286- | |
| 290, 315, 343 | |
| radically new market 98-99 | |
| Ranbaxy 26 | |
| R&D 270-271, 333 | |
| centralized 270-271, 333 | |
| decentralized 270-271 | |
| hybrid 271 | |
| R&D spending/expenditure 31, 232 | |
| Raytheon 192 | |
| gesture technology 192 | |
| RealNetworks 98 | |
| Reckitt Benckiser 43, 45, 160, 197-198, 234-235 | |
| Airwick 43, 45 | |
| Airwick Click Spray 234-235 | |
| Red Bull 180-181 | |
| Research in Motion (RIM) 21, 36 | |
| resource allocation 286-290 | |
| reward 290 | |
| risk-averseness 10, 35, 111, 118, 121 | |
| roadmap 93-95 | |
| technology-plus-product 94-95 | |
| Roche 283-284 | |
| S | |
| salesforce.com 77 | |
| Samsung (Electronics) 26, 90, 193, 299-306, 311, 313-315, 317-318 | |
| Aggressive Investment and Speed formula 303-304 | |
| benchmarking 304 | |
| Chief Design Officer 299 | |
| Chief Technology Officer (CTO) 305 | |
| competencies 299-306, 311, 313-315, 317-318 | |
| creative management 305 | |
| design centre 305 | |
| design competencies 299-300 | |
| Design for Six Sigma (DFSS) 305 | |
| Design Membership Program 299 | |
| Digital Research Centre 305 | |
| Digital Sashimi Theory 304 | |
| dual-team approach 303 | |
| front-loading 304 | |
| Global Design Advisory Board 300 | |
| Global Strategy Group (GSG) 305 | |
| Innovative Design Lab of Samsung (IDS) 300 | |
| internal crisis 303 | |
| knowledge transfer 302 | |
| MacGyver Award 299 | |
| open innovation 305 | |
| patent 305 | |
| reverse-engineering 301, 303 | |
| Samsung Advanced Institute of Technology (SAIT) 305-306 | |
| Samsung Art and Design Institute (SADI) 300 | |
| Semiconductor R&D Laboratory 301 | |
| sense of urgency 303, 351 | |
| Six Sigma 305 | |
| team 302-304 | |
| Value Innovation Program (VIP) 304 | |
| TRIZ 193, 306 | |
| Sanofi Aventis 160-161 | |
| Lantus 160-161 | |
| Sara Lee 133-134 | |
| SAP 283, 327-330, 334, 345 | |
| Agassi 327-330 | |
| co-innovation lab 328 | |
| cross-cultural training 330 | |
| development center 328 | |
| diversity 329-330 | |
| globalization 327-330 | |
| HANA 283 | |
| Hopp 328-329 | |
| Kagermann 329-330 | |
| Plattner 328-329 | |
| research center 328 | |
| SAP Ventures 329 | |
| Top Tier Software 327 | |
| venture fund 329 | |
| SC Johnson 43-45, 53, 60, 80, 84, 160-162, 174, 180, 182, 185-186, 211-213, | |
| 233-235, 237, 338 | |
| Brise Air de Parfum 44-45, 161-162, 235 | |
| Brise Aromachology Candle 160 | |
| Brise One Touch 43-45, 53, 60, 162, 180, 185-186, 233-235, 238 | |
| Brise One Touch Style 235 | |
| Brise scented candle 43, 160, 185 | |
| Brise Spray 43 | |
| concept-product test 44, 212 | |
| Drano 211-213 | |
| Glade 185 | |
| innovation objective 84 | |
| innovation team 44 | |
| Pledge Grab-It 174 | |
| Pronto Dust & Go 174 | |
| radical innovation 44, 53 | |
| Schumpeter 22, 360 | |
| seed funding 11-12, 18, 72-73, 148, 262, 270, 286-288 | |
| sense of urgency 240, 244, 351 | |
| serendipity 123, 273, 324 | |
| serial innovator 21-22, 31-32, 299-322, 349-357, 359-360 | |
| set-based concurrent engineering 138, 151-152 | |
| Sharp 302 | |
| shopper insight 213 | |
| Siemens 336 | |
| Six Sigma 123-124, 304-305 | |
| Skype 56,97 | |
| Sony 31, 36, 45-46, 56-58 ,77-79, 90, 92, 230, 232-233, 264-266, 278, 304-306 | |
| Blue-Ray 92 | |
| Cell chip 78, 264-266 | |
| Morita 45 | |
| patent 305 | |
| Playstation 2 77-78, 96, 264 | |
| Playstation 3 78-79, 266 | |
| transistor radio 31, 45-46, 56-58 | |
| Walkman 193, 230, 232-233 | |
| Southwest Airlines 31, 53, 60-61, 63, 66 | |
| stage-gate process 141-153, 157-160 | |
| accelerated 147-149 | |
| business case 145-146 | |
| development 145-146 | |
| filter 146 | |
| gate 142-147 | |
| gate meeting 144 | |
| idea generation 145-146 | |
| launch 146 | |
| rapid analysis 145-146 | |
| seed funding 147 | |
| stage 144-147 | |
| test 145-146 | |
| Staples 196 | |
| Starbucks 32, 59-60, 131, 186, 236 | |
| Schultz 186 | |
| Spielberg 192 | |
| start-up company 22, 32, 110, 115 | |
| strategy (see innovation strategy) | |
| structure 37-38, 82, 116-117, | |
| formal 82, 267-276 | |
| global 330-337 | |
| partial 117 | |
| Suntech Power 26 | |
| supply-push market | |
| Suzlon 26 | |
| sweet spot 211-213 | |
| systems 291-293 | |
| brainstorming software 113, 291, 293 | |
| collaborative software 266, 291, 293, 343 | |
| corporate suggestion system 176, 183-184, 188 | |
| groupware 293, 343-345 | |
| idea-sharing software 109, 113, 176 | |
| knowledge management software 13, 291-293 | |
| social networking software 344 | |
| software-based 291-293 | |
| teaming-up software 291-292 | |
| teleconferencing 344 | |
| video conferencing 344 | |
| wild 293, 343 | |
| T | |
| talent Pool 329, 335, 342 | |
| Tata 26, 36, 58 | |
| Nano 58 | |
| team (see innovation team) | |
| technological change/ progress 28, 90 | |
| technology-push market 98 | |
| Tesco 188, 285 | |
| Tesco Direct 285 | |
| Tetra Pak 186 | |
| Tetra Recart 186 | |
| time-to-global-volume-market 237, 338 | |
| time-to-market 84-85, 91, 135„ 142, 235-236 | |
| time-to-volume 236 | |
| tolerance of failure 118, 121 | |
| Toshiba 78, 229 | |
| Cell chip 78 | |
| Toyota 36-37, 66, 118-122, 135-140, 142, 146, 151-152, 180, 190, 192, 216, | |
| 218, 277-278, 308, 314, 340 | |
| Camry 140, 218, 340 | |
| chief engineer 135-136 | |
| clay model (freeze) 135, 137, 140 | |
| co-location 278 | |
| computer-aided design (CAD) 149 | |
| computer-aided engineering (CAE) 149 | |
| computer simulation 139, 149 | |
| design (studio) 137, 140 | |
| experimentation 121, 138-139 | |
| front-loading 138, 149-150 | |
| G(lobal) 21 135-138 | |
| G21 net 137 | |
| Global best, local best 340 | |
| hansei 161 | |
| heroes 122, 136, 149 | |
| hybrid 138-140 | |
| impossible goal 138-139 | |
| incremental innovation 135 | |
| innovation process 136-140 | |
| innovation team 120, 136 | |
| iteration 149 | |
| kentou phase 138 | |
| Kyoto Climate Change Conference 140 | |
| lean business model 66 | |
| learning from failure 161 | |
| Lexus 135, 180 | |
| mentor 314 | |
| nemawashi process 136 | |
| obeya 136 | |
| Prius 66, 135-140, 142, 149, 152, 180, 277 | |
| prototype 139 | |
| rapid prototyping 149 | |
| RAV Four 218 | |
| „set-based” approach 138, 151-152 | |
| simultaneous engineering 138, 140, 149 | |
| shusha 136 | |
| standardisation 135 | |
| time-to-launch 135 | |
| tolerance for failure 118, 121 | |
| top-down innovation idea 180 | |
| Toyota Hybrid System (THS) | |
| TRIZ 193 | |
| values 118-121 | |
| vehicle centre 136 | |
| virtual system 139 | |
| vision 135 | |
| Yaris 307 | |
| tree of truths 216-220 | |
| trend 190-192 | |
| trend forecasting 190 | |
| U | |
| undershooting 59-60 | |
| United Shuttle 66 | |
| University of Phoenix 58 | |
| V | |
| values 10, 82, 103-110, 116-125, 354 | |
| venture capital(ist) 72, 268 | |
| virtual store 218-219 | |
| vision 8-10, 80-82, 106, 207, 351, 353 | |
| Volkswagen 91, 306 | |
| Golf 91, 306 | |
| Modularer Querbaukasten (MQB) | |
| (modular transverse matrix) 91 | |
| W | |
| Wal-Mart 36, 185, 188, 232 | |
| Warner Lambert 161 | |
| Whirlpool 9-14, 21, 24, 81, 83, 85, 118-120, 143, 147-148, 180, 272-273, 290- | |
| 292, 315, 349, 351-354 | |
| Bauknecht 9 | |
| Brastemp 9, 14 | |
| change management 9-14, 352-354 | |
| change team 353 | |
| Chief Innovation Officer (CIO) 10, 272 | |
| competencies 10, 12, 354 | |
| Consul 9 | |
| culture 10, 118-120 | |
| Duet 14 | |
| E-Space 13, 291-292 | |
| Estate 9 | |
| experimentation 11-12, 148, 354 | |
| Gladiator 14, 351 | |
| I-Board 11-12, 272, 351, 353 | |
| I-Consultant 11-13, 273, 351, 354 | |
| Ignis 9 | |
| incentive for change 353 | |
| Inglis 9 | |
| I-Mentor 11-13, 273, 291, 351, 354 | |
| innovation board 11-12, 272, 354 | |
| Innovation Embedment 10, 12-13, | |
| innovation fund 11, 13 | |
| innovation objective 11, 13, 83, 353 | |
| innovation pipeline 14, 85 | |
| innovation portfolio 143 | |
| innovation team 12-13, 351 | |
| innovation workshop 12 | |
| intrinsic motivation 290 | |
| I-Team 12-13, 120, 315 | |
| Küchen Aid 9 | |
| Knowledge management 11, 13, 291-292, 351, 354 | |
| Laden 9 | |
| leadership program 12 | |
| MyPage 13, 291-292 | |
| pipeline of leaders 354 | |
| prototype 12, 148 | |
| Roper 9 | |
| seed fund 11-12, 351, 354 | |
| sense of urgency 351, 353 | |
| tolerance of failure 118 | |
| values 10, 118, 120, 354 | |
| vision 8, 10, 81, 351, 353 | |
| Whitwam 9-14, 351 | |
| white space 16-17, 87, 209 | |
| Wikipedia 344 | |
| Wipro 26 | |
| wisdom of crowds 196 | |
| W.L. Gore 116-117, 277-278 | |
| X | |
| Xbox 64, 76-80 | |
| Xbox Live 64, 78-80, 92 | |
| Xerox 182 | |
| Y | |
| Yahoo 77, 103, 110 | |
| yet2.com | |
| Yingli 26 | |
| Your Encore 74, 275 | |
| Z | |
| Zappos 155-156 | |
| Zara 31, 46-50, 53, 58, 60-61, 338 | |
| business model 47-50, 60-63 | |
| Castelleno 47 | |
| cheap chic 47 | |
| cheap chic – fast fashion 31, 47, 53, 38 | |
| cycle time 47-48 | |
| Ortega 46-47 | |
| ZTE 26 | |
| Zytex 302 | |
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