Innovation @ Merage - UCI Paul Merage School of Business

Radical Innovation Across Nations: The Pre-eminence of Corporate Culture

2008-12-11T19:38:00Z

Abstract: Corporate culture is the strongest driver of radical innovation across nations according to a study published in the December issue of the Journal of Marketing. Authors Tellis, Prabul and Chandy found that an innovative culture consists of 3 attitudes and 3 practices. They also report that commercialization of radical innovation translates into a firm's financial performance and is a stronger predictor of financial performance than other popular measures such as patents.

Published:December 2008

Authors: Gerard J.Tellis, Prabul, Chandy

Link: Journal of Marketing

Dealing with Innovation from Emerging Markets

2008-12-03T22:02:00Z

Abstract: "For years, Western multinationals have had the belief, and perhaps felt relief as well, that while they might increasingly be unable to compete effectively on price, at least they have had greater innovative capacities than the rising "tiger" economies. Today, however, with the rising economies of the emerging markets, there is no way that the West can rest on its laurels. Beware of the claws and jaws - tigers can be innovative too!"

Published: November 2008

Author: Professor William A. Fischer

Link: IMD

Innovation in America: A Gathering Storm?

2008-12-03T21:49:00Z

Abstract: Confronted by Asia's technological rise and the financial crisis, corporate America is losing its self-confidence. It should not.
Jeffrey Immelt, the boss of GE, the world’s largest industrial firm, sees opportunity amid the woe. “Companies and countries that really play offence vis-à-vis technology and innovation are going to come out ahead,” he said.

Published: November 20, 2008

Link: The Economist

Finding and Grooming Breakthrough Innovators

2008-12-03T21:29:00Z

Abstract: True innovators are rare and if you want them to generate creative business ideas, you'll need to fiercely test and wisely deploy them.

Published: December 2008

Authors: Jeffrey Cohn, Jon Katzenbach and Gus Vlak

Link: Harvard Business Review

Reinventing Innovation in Large Pharma: Driving Future Value

2008-12-03T21:10:00Z

Abstract: With the pharmaceutical industry facing irreversible losses of market capitalization, patent protection on blockbuster drugs, and an industry-wide, mid-stage R&D pipeline gap, this paper from Deloitte argues that it is high time for a reassessment of Large Pharma's business model and the reinvention of innovation in the industry.

Published: November 21, 2008

Author: Deloitte

Link: Deloitte

Assessing Innovation Metrics: McKinsey Global Survey Results

2008-11-20T17:43:00Z

Abstract: A recent McKinsey Global Survey shows that companies are satisfied, overall, with their use of metrics to assess innovation portfolios - though many findings suggest that they shouldn't be. The companies that get the highest returns from innovation do metrics well; these organizations tend to assess innovation more comprehensively than the others.

Published: November 2008

Authors: Vanessa Chan, Chris Musso, Vankatesh Shankar, with George Day and David J. Reibstein

Link: The McKinsey Quarterly

The Best Inventions of 2008

2008-11-20T00:37:00Z

Abstract: From a genetic testing service to an invisibility cloak to an ingenious public bike system to the world's first moving skyscraper — here are TIME's picks for the top innovations of 2008

Published: October 2008

Authors: Jeremy Caplan, Kristina Dell, Andrea Dorfman, Laura Fitzpatrick, Justin Fox, Sean Gregory, Lev Grossman, Barbara Kiviat, Jeffrey Kluger, Richard Lacayo, Michael Lemonick, Lisa McLaughlin, Jay Newton-Small, Alice Park, Mark Thompson, Bryan Walsh and Rebecca Winters Keegan

Link: Time

The New Age of Innovation: Driving Co-created Value Through Global Networks

2008-11-07T01:34:00Z

By C.K. Prahalad and M.S. Krishnan; McGraw Hill 2008

At the Merage School, we think of strategic innovation as a way to drive sustained growth, and we use collaboration, analytics and IT as tools. Four years after we formed this framework, Prahalad and Krishnan have written this tactical manual based on the same strategy.

They use two formulas to describe the theory. N = 1 is their shorthand for selling unique products to individual customers, pretty much the opposite of Ford’s Model T that came in any color so long as it was black. R = G is the way they describe resources as global, from the component parts to assembling the talent to create, manufacture and sell products around the world.

They use current examples, like Li & Fung and Facebook, to explain their very detailed gameplans. In fact, if you want a template for how to restructure in a global economy, they’ve detailed it down to specs for IT systems and review councils. For the most part, they emphasize incremental innovation and focus on huge multi-nationals.

While there are really no new insights, if you’re a manager trying to restructure in a constantly-evolving competitive world, this could give you the structure and many of the working details you’d need. For me, it was a bit wonky—an 8.0 on the LL innovation meter.

Lynda Lawrence is an innovation consultant with Ideaworks Consulting. She teaches Strategic Innovation and Design Management at the Merage School at UCI, and is an advisor to the Beall Center.

The Innovator's Guide to Growth: Putting Disruptive Innovation to Work

2008-11-07T01:21:00Z

By Scott D. Anthony, Mark W. Johnson, Joseph V. Sinfield, and Elizabeth J. Altman; Harvard Business School Press 2008

As innovation moves from that thing that start-ups do to an imperative for large businesses, there’s a huge gap between having great ideas and getting them to market. Thus the authors, colleagues of Clayton Christensen in innovation consulting firm Innosight, have created a how-to guide for management in medium-to-large companies.

Chock full of charts, checklists, and questions, it’s a step-by-step operator’s manual to that process between “the theory of random trial and error and perfectly predictable paint-by-numbers rules.” Since business people like rules (witness the success of Six Sigma), it strikes a good balance between quantifying each step of the process and leaving some room for—well—innovation. Or, as they quote Harvard Business School professor Willy Shih, “Look, the vision is we’re going to California and we’re going to drive. That means pack for five days, and bring credit cards, but don’t ask me where we’re going to have lunch on Tuesday, because I can’t tell you.”

Based on patterns that they’ve seen in practice and research, they’ve created a comprehensive set of best practices for ongoing disruptive innovation.

On the LL innovation meter, it’s a solid 9. While it doesn’t have many breakthrough ideas, it includes the best ideas in current practice in an accessible format. Any executive who follows even part of this guide will probably be more successful at innovating for growth.

Lynda Lawrence is an innovation consultant with Ideaworks Consulting. She teaches Strategic Innovation and Design Management at the Merage School at UCI, and is an advisor to the Beall Center.

Iconoclast: A Neuroscientist Reveals How to Think Differently

2008-11-07T00:55:00Z

By Gregory Berns; Harvard Business Press 2008

Do people like Walt Disney and Steve Jobs simply have brains that are different from the rest of ours? Neuroscientist Berns explores new data from fMRI tests to explain how the brain works in creating new ideas, responding to fear of failure, and creating the social networks that enable innovators to sell their ideas to other people.

According to Berns, the key to creating new ideas is literally seeing things differently. He cites glass artist Dale Chihuly’s new perceptions after he lost an eye in a car accident. To some extent, this talent is hardwired, but with practice it can be improved.

Fear is an ancient emotion, and it’s triggered every time we encounter something novel (which explains why so few new ideas actually make it all the way up to the boardroom). Overcoming it is tricky, and entails putting new ideas in familiar contexts—thus the horseless carriage.

Finally, persuading others that your ideas are worthwhile depends a great deal on your social skills, which vary depending on your particular brain. He notes that very few people have enhanced capability in all three areas, but that can be overcome by working in teams with the requisite abilities.

It’s an interesting cut-away view of brains at work, an easy read for individuals or managers, and I’d give it a 9.5 on the LL innovation meter.

Lynda Lawrence is an innovation consultant with Ideaworks Consulting. She teaches Strategic Innovation and Design Management at the Merage School at UCI, and is an advisor to the Beall Center.

Does Globalization Lead to Innovation?

2008-10-23T21:38:00Z

Abstract: Competition is supposed to spur innovation. But the authors of this study found that the opposite is true for domestic firms in emerging economies. They examined 27 “transition” economies across eastern Europe and central Asia to understand how globalization — foreign direct investment, trade, and increased competition with firms operating in their home countries — affects markets and the likelihood that incumbents will develop new products and technologies. The authors looked at data from the 2002 and 2005 Business Environment and Enterprise Performance Survey.

Published: January 2008

Authors: Yuriy Gorodnichenko, Jan Svejnar, and Katherine Terrell

Link: strategy+business

P&G's Innovation Culture

2008-10-23T21:22:00Z

Abstract: How we built a world-class organic growth engine by investing in people.

Published: Autumn 2008

Authors: A.G. Lafley with Ram Charan

Link: strategy+business

The Unique Advantage

2008-10-23T21:02:00Z

Abstract: Innovation is difficult for mature, slow-growth businesses and often results in long line extensions rather than high-profit, game-changing innovations. Companies, especially those focused on food and consumer products, need to rethink their innovation strategies to develop products that are unique and hard to copy.

Published: Autum 2008

Authors: Alexander Kandybin and Surbee Grover by Alexander Kandybin and Surbhee Grover

Link: strategy+business

What is Biomimicry?

2008-10-23T20:40:00Z

Abstract: Mother Nature is the surprising source of inspiration for a host of innovations. Engineers, scientists and product designers are taking cues from nature to solve the toughest design problems.

Published: September 2008

Authors: Hillary Woolley

Link: BNET

The Ergonomics of Innovation

2008-10-23T18:57:00Z

Abstract: A successful campaign to save 100,000 lives shows that efforts to make it easier for organizations to innovate can yield remarkable results.

Published: September 2008

Authors: Hayagreeva Rao and Robert Sutton

Link: The McKinsey Quarterly