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Contents List of Figures List of Tables List of Examples and Mini Case Studies List of Action-Learning Exercises Preface Ec, Tec, Exec Acknowledgements Part I STRATEGIES AND CONCEPTS FOR INNOVATION 1 The Innovation Imperative: Why Innovate? 1.1 Introduction 1.2 A key fallacy 1.3 Innovation to energize 1.4 Innovate for growth and profit 1.5 Innovate for survival 1.6 Summary and conclusion 1.7 The structure of this book Case Study 1.1: Tata Steel Ltd 2 The Innovation Portfolio: What to Innovate 2.1 Introduction 2.2 Vision, portfolios and feelings 2.3 What is the (right) question? 2.4 Identifying feelings and needs 2.5 Innovating experiences, battling commoditization 2.6 Technology and psychology 2.7 Innovation, feelings, needs: Creating emotional appeal 2.8 Searching for innovation opportunities: Find a perfect storm 2.9 Process innovation 2.10 Innovation portfolios for established organizations 2.11 Pioneers, migrators, settlers 2.12 Summary and conclusion Case Study 2.1: Ingersoll-Rand (India) Ltd 3 The Innovation Voices: How to Innovate 3.1 Introduction 3.2 Thinking ¿inside the box¿ 3.3 The four voices 3.4 Voice of the product 3.5 Profile your product for profit and growth 3.6 Voice of the customer 3.7 Voice of the organization 3.8 Inspiration, perspiration 3.9 How to foster creativity in organizations 3.10 Listening to your inner voice 3.11 Summary and conclusion Case Study 3.1: Tata Motors Ltd 4 The Innovative Mind: Who Innovates 4.1 Introduction 4.2 Three levels of innovation 4.3 The individual innovator 4.4 Creativity muscles 4.5 Innovative teams 4.6 How to build a global team 4.7 The innovative organization 4.8 Summary and conclusion Case Study 4.1: Reinventing project management at Tata Steel Case Study 4.2: Indicorps Part II TOOLS FOR PROFIT AND GROWTH 5 Price¿Cost¿Value 5.1 Introduction 5.2 Do you speak ¿Ec¿? 5.3 What is a business model? 5.4 Definitions 5.5 Business design as ecosystem 5.6 Systems thinking 5.7 Feedback effects 5.8 Technology meet psychology 5.9 Creating value, cutting costs: Friends or foes? 5.10 The power of vision 5.11 What business am I in? 5.12 You are your own best market research 5.13 Conclusion Case Study 5.1: Viewmax Case Study 5.2: Air Deccan 6 Hidden Costs, Hidden Benefits 6.1 Missing: $5.75 billion 6.2 Measure and manage costs 6.3 Accounting vs economic costs 6.4 Two sets of books? 6.5 Definitions 6.6 Reading the numbers 6.7 Risk-adjusted opportunity cost of shareholders¿ equity 6.8 In search of the bottom bottom line 6.9 Excessively high hurdle? 6.10 Collect the rent 6.11 Other hidden costs 6.12 Hidden costs in America: $1.3 trillion¿ or China¿s GDP! 6.13 Depreciation¿Economic or accounting? 6.14 Hidden benefits 6.15 Reconciling growth and cost cutting 6.16 Good to great: How measurement changes management 6.17 Sunk costs 6.18 Conclusion Case Study 6.1: Passenger power seat adjuster Case Study 6.2: Comprehensive trauma consortium 7 Tradeoffs: Optimizing and Eliminating Them 7.1 Introduction 7.2 Efficiency and effectiveness 7.3 Value innovation 7.4 Defying tradeoffs 7.5 Even swaps 7.6 Comparative advantage 7.7 Conclusion Case Study 7.1: Kodak¿s tradeoff dilemma Case Study 7.2: Tata Consultancy Services Ltd 8 Cost Functions: ¿Survival of the Fittest¿ 8.1 Introduction 8.2 Connections¿From Malthus to globalization 8.3 Cost functions 8.4 The case of the data that did not bark 8.5 The economics of competitive markets 8.6 There are no fixed costs 8.7 Competition and evolutionary niches 8.8 Conclusion Case Study 8.1: The innovation programme at NEC¿Nagano Case Study 8.2: Moser Baer India Ltd 9 People, Knowledge and Machines: In Search of a Free Lunch 9.1 Introduction 9.2 The five key elements of a business 9.3 Adaptive leadership 9.4 Forgiveness? Or permission? 9.5 Finding free lunches: Finding new ways to measure and manage productivity 9.6 The origins of FLP 9.7 Conclusion Case Study 9.1: The Patriot missile story Case Study 9.2: Tata Steel¿s Merchant Mill gets a second life 10 Scale and Scope: Scaling Markets of One 10.1 Introduction 10.2 Network economies 10.3 Measuring economies of scale and scope 10.4 Using cost functions 10.5 Why scale and scope are enemies¿and fast friends 10.6 Meet the enemy: ¿Commoditization¿ 10.7 From mass production to mass customization 10.8 From commoditization to experiences: Two case studies 10.9 Platform leadership 10.10 Two more economies: Speed, span 10.11 Conclusion Postscript Case Study 10.1: Cogentrix: Development decisions for a startup company Case Study 10.2: Reliance Industries Ltd Case Study 10.3: The Himalaya Drug Company Case Study 10.4: Ruf & Tuf Jeans Case Study 10.5: Adarsh Builders Case Study 10.6: Vishalla Restaurant 11 Learning Curves are Made, Not Born 11.1 Introduction 11.2 NVT¿R.I.P. But why? and how? 11.3 Single-loop and double-loop thinking 11.4 Attacking learning curves 11.5 Learning curves in break-even analysis 11.6 Management begins with measurement 11.7 Prices vs costs¿And the winner is¿ 11.8 Knowing¿and doing 11.9 Building a learning organization 11.10 Conclusion Appendix: Learning curve arithmetic Case Study 11.1: Resource allocation between two technologies Case Study 11.2: Infosys Technologies Ltd 12 Where Is the Money? Markets, Demand and Customer Intimacy 12.1 Introduction 12.2 Price¿cost¿value revisited 12.3 Price sensitivity: People are the same 12.4 Market segmentation: People are similar 12.5 But¿ People are different: Create ¿platforms¿ 12.6 Bandwagons and snobs 12.7 Where is the money? Where will it be in 3¿5 years? 12.8 The upside-down profit pool: From frown to smile 12.9 Conclusion Case Study 12.1: NTT¿Rate reduction or a future network? Case Study 12.2: HDFC Bank Ltd 13 Calculating Risks: Decision-Making in an Uncertain World 13.1 Introduction 13.2 Turning uncertainty into calculated risks 13.3 Risk¿benefit analysis 13.4 Visualizing expected value¿Decision trees 13.5 Scenario analysis 13.6 Measuring and managing risk and risk premiums 13.7 Odd behaviour toward odds 13.8 Conclusion Case Study 13.1: Drilling rigs Case Study 13.2: Mr and Mrs Yeh Case Study 13.3: Sundram Fasteners Ltd 14 Competing by Collaborating 14.1 Introduction 14.2 Collaborating with competitors 14.3 Collaborating with the industry 14.4 Collaborating with customers 14.5 Collaborating with colleagues 14.6 Conclusion: Hello, stranger Case Study 14.1: US Postal Service, strategic alliance Case Study 14.2: i-flex Solutions Ltd Epilogue Ten Essential Tools Index About the Authors
Library of Congress Subject Headings for this publication:
Technological innovations -- Management -- Case studies.
Organizational change -- Case studies.
Strategic planning -- Case studies.