Innovation Capability Maturity Model 1st Edition by Patrick Corsi, Erwan Neau ISBN 1848218273 9781848218277

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ISBN 10: 1848218273 
ISBN 13: 9781848218277
Author: Patrick Corsi, Erwan Neau

Innovation Capability Maturity Model 1st Table of contents:

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
2.2. A failed timing translates into zero progress
3: A Method to Progress
3.1. Progress in the ability to innovate requires a method
3.2. A new basis for competitiveness contributing to a greater whole
3.3. Two extremes revealing a relative immaturity
3.4. Evolving the concept of innovation
3.5. Controlling the acceleration is now the issue
3.6. An algebra of the different levels of maturity (Innovation Capability Maturity Model)
PART 2: A Discourse on the Method
4: Two Essential Preliminary Levels 0 and 1
4.1. Level 0 or “we are not concerned”
4.2. The level 1 or “Do it Right First Time”
4.4. A company that innovates only by reaction to competition or market 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
10.2. 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
10.5. Questions and issues that resonate with level 2
11: To Build Upon Levels 1 and 2
11.1. Driving innovation is a strategic activity
11.2. Advice when nominating the Innovation Steering Committee
11.3. An example of repeated yet spiraling innovation
12: Forging and Strengthening Systems Toward Level 3
12.1. Preparing a culture change in the organization
12.2. Starting the innovation throughout the company
12.3. Constitution of the innovation team
12.4. The analysis group of customer needs
12.5. Monitoring issues and management caution with level 3
12.6. When knowledge management comes of age
12.7. Is creating excess of knowledge an issue?
12.8. The paradoxical passage way from level 3 to level 4
13: Managing the Deployment at Level 4
13.1. Changing the method
13.2. The moment where management is revisited out of necessity
13.3. Further notes on management
13.4. When ideas become projects and projects become successes
13.5. Preparing level 5
14: Sustaining Level 5
14.1. A frequent misconception on the nature of level 5
14.2. The two logics prevailing at maturity level 5
14.3. Level 5 is all about rhythm and osmosis
14.4. The new art of managing at level 5
14.5. The discipline of smoothing breakthroughs
14.6. Why is level 5 “complex”?
14.7. A summary of all levels: the case of Apple through the years
PART 4: Possessing the Method
15: Using the Five Levels to Progress
15.1. Implement a growth strategy first
15.2. Benefits and general challenges associated with the five maturity levels
15.3. The case of TMC Innovation scaled up through the five maturity level2
16: Tool Sheets for Each Level and for Inter-level Dynamics
16.1. Summary sheets to assess the maturity of the innovation
16.2. Create dynamics with inter-levels
17: Going Beyond the Five Levels: a New Operational Capacity
17.1. Opportunities brought by the five levels
17.2. The toxic impacts of innovation – a discourse on complexity in firms
17.3. In conclusion
Appendix 1: APPENDICESA Recap of the Five Innovation Capability Maturity Levels
Appendix 2: An Innovation Vade Mecum
A2.1. The innovation autodiagnostic – your capacity to innovate in 20 assertions
A2.2. Questionnaire
A2.3. Why innovate?
A2.4. How to innovate?
A2.5. Your innovation project
A2.6. The “innovation intelligence”
A2.7. On management
A2.8. The management objectives

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Tags: Patrick Corsi, Erwan Neau, Capability Maturity