Developing the innovative technical organization : how to implement a systems approach to strategy /
A proven systems approach to driving innovation and strategy in complex technical organizations The call for corporate innovation is often celebrated in theory, but innovation is rarely achieved at scale within established technical organizations. Developing the Innovative Technical Organization: Ho...
| Main Authors: | , , , , , |
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| Format: | Book |
| Language: | English |
| Published: |
Hoboken, New Jersey :
John Wiley & Sons, Inc.,
[2026]
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| Series: | IEEE Press series on technology management, innovation, and leadership.
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| Subjects: | |
| Online Access: | Connect to the full text of this electronic book |
Table of Contents:
- FOREWORD ACKNOWLEDGMENTS
- 1 INTRODUCTION
- 2 THE STRATEGIC INNOVATION IMPERATIVE
- 2.1 What Is Innovation?
- 2.2 Why Innovate?
- 2.3 What Is the Innovation Imperative for Your Organization?
- 3 THE INTEGRATED STRATEGY SYSTEM
- 3.1 Classic Long-Range Vision Framework
- 3.2 One-Page Strategy Articulation: The VSE
- 3.3 Alignment of Resources to Strategic Priorities
- 3.4 Regular Accountability Reviews
- 3.5 Continuous Decision-Making Process
- 3.6 Inspiring the Entire Organization to Innovate
- 3.7 Looking Ahead
- 4 IMPLEMENTING THE SYSTEM'S ANNUAL CYCLE: PHASE 1
- 4.1 Background
- 4.2 Adopting a Discipline for Decision-Making: The Strategic Decision Agenda
- 4.3 Crafting Strategy on One Page: The VSE
- 4.4 Adding the Bite: Alignment of Resources with Strategy
- 4.5 Ensuring Strategic Accountability: Regular Portfolio Reviews
- 4.6 Inspiring Innovation: Initial Efforts
- 4.7 Summary: The Complete Annual Strategy Cycle
- 5 ANNUAL STRATEGY CYCLE PLANNING GUIDE
- 5.1 Why a Planning Guide?
- 5.2 Establishing the Annual Priorities
- 5.3 Allocating Financial Resources
- 5.4 Reviews
- 5.5 Outcomes
- 5.6 Summary
- 5.7 Sample Annual Planning Memo
- 6 BUILDING THE LONG-RANGE VISION TO ANCHOR THE SYSTEM: PHASE 2
- 6.1 The Perfect Storm Motivates the Long-Term Strategy
- 6.2 Core Purpose
- 6.3 Core Values
- 6.4 Big Hairy Audacious Goal and Defining Innovations
- 6.5 Vivid Description of the Envisioned Future
- 6.6 Summary: The Complete System
- 7 INNOVATING INNOVATION - KEEP WHAT WORKS
- 7.1 Permission
- 7.2 Proximity
- 7.3 Privacy
- 7.4 Perspective
- 7.5 Performance
- 7.6 Summary
- 8 ENGAGING MIDDLE MANAGEMENT
- 8.1 The Critical Role of Middle Managers
- 8.2 That's a Nice VSE, But What About Me?
- 8.3 But We're Already Too Busy!
- 8.4 What About My Day Job?
- 8.5 Experimentation Is the Key
- 8.6 Augmenting the Workforce
- 8.7 Summary: Key Takeaways
- 9 COMMUNICATING THE STRATEGY
- 9.1 Communications' Central Role in Effective Strategy Execution
- 9.2 Essential Communications Elements and Capabilities for Strategic Change
- 9.3 The Importance of Aligning Communications Efforts
- 9.4 Strategy Communications in Action
- 9.5 Metrics and Indicators to Evaluate Effectiveness of Communicating the Strategy
- 9.6 Summary
- 10 STRATEGY-DRIVEN RESULTS
- 10.1 Innovating Through the COVID Crucible
- 10.2 Strategy-Driven Transformative Innovations
- 10.3 New Defining Innovations
- 10.4 Formal External Recognition
- 10.5 Engaging Within the Global Innovation Ecosystem
- 11 LESSONS LEARNED AND RETROSPECTIVE
- 11.1 Lessons Learned
- 11.2 Retrospective and a Challenge
- 12 APPENDIX A. THE FEDERALLY FUNDED RESEARCH AND DEVELOPMENT SECTOR
- 13 APPENDIX B. APL'S INNOVATION IMPERATIVE AND STRATEGY JOURNEY
- 13.1 Foundation of Critical Contributions to Critical Challenges
- 13.2 The First Five Decades: World War II Through the Cold War
- 13.3 The First Disruptive Decade: The Post-Cold War Peace Dividend
- 13.4 The Second Disruptive Decade: New Strategies for New Adversaries
- 13.5 Preparing for the Storm
- ABOUT THE AUTHORS
- INDEX.