Preface: Mapping the Innovation Leadership Territory

Part I: Defining and Characterizing Innovation Leaders

1. A Special Form of Leadership for Innovation?

The Leadership Factor

Facing the Innovation Imperatives

Defining and Characterizing Innovation

Innovation Leaders: A Different Breed?

Mapping our Journey

2. What’s Special about Innovation Leaders?

Innovation Leaders Share Six Attributes

Innovation Leaders Tend to Focus on a Stage of Innovation

Innovation Leaders Work on Process and Culture

3. Stimulating Bottom-Up Innovation

Encouraging Bottom-up Innovation: Classic Approaches

Building an Innovation Culture: Four Drivers

4. Steering Innovation Top Down

Seeing Innovation as a Competitive Necessity

Setting up a Process, Governance System and Organizational Mechanisms

Mobilizing People on Innovation-Enhancing Campaigns

Getting Involved in Innovation Searches and Projects

5. Appointing an Innovation Conductor

CTO or CIO?

The First Mission of CTOs: Technological Innovation

The Changing Role of CTOs: From Managing to Leading

The Emerging Role of Corporate Entrepreneur

Facing the Challenge as Part of the Top Executive Team

Part II: The Leadership Imperatives of Innovation Strategies

6. Recognizing the Leadership Imperatives of Your Innovation Strategy

Formulating an Innovation Strategy

Aligning Your Management Efforts with Your Strategy

Activating Specific Change Levers to Support Your Strategy

7. Leading the Development of New/Improved Products or Services

Required: Team Sports Coaches to Foster Innovation Discipline

Innovation Leaders as Tough Team Sports Coaches

Straightening Out Medtronic’s Innovation Process

Limits of the "Team Sports Coach" Leaders

8. Leading the Creation of a Totally New Product or Service Category

Required: No-Nonsense Sponsors to Steer the New Venture

Innovation Leaders as No-nonsense Sponsors

New Business Creation at Tetra Pak: Reinventing the Food Can

Evolving Leadership Imperatives in New Business Creation

9. Leading the Creation of a Totally New Business System or Model

Required: Pragmatic Architects to Put All System Elements in Place

Innovation Leaders as Visionary but Pragmatic Architects

TiVo: An Example of Business System/Model Innovation

Lessons from the TiVo Story

10. Leading the Development of New/Improved Customer Solutions

Required: Conductors to Deliver an Enhanced Customer Experience

Innovation Leaders as Orchestra Conductors

SenseoTM: An Innovative Customer Solution

Building and Leading an Innovation-Focused Partnership

Part III: Developing a Cadre of Innovation Leaders

11. Building an Innovation Leadership Environment--The Logitech Case

Logitech: Ordinary or Extraordinary Company?

Logitech’s Innovation-stimulating Drivers

Logitech’s Innovation-enhancing Culture and Values

Logitech’s Pragmatic and Effective Innovation Process

Logitech’s Future Challenges

12 Attracting, Developing and Keeping Innovation Leaders

Assessing Your Innovation Leadership Resources

Selecting and Hiring Innovation Leaders

Developing Innovation Leaders

Retaining Innovation Leaders

Innovation Leadership in a Nutshell

Appendix A: Innovation in Leadership and Organizational Culture Models

Appendix B: Guidelines for Using the IDEO Video for ‘Idea Management’ Training

Appendix C: Factors Affecting the Innovation Climate of a Company

The Author