Book 2014

Management of the Fuzzy Front End of Innovation

Editors:

ISBN: 978-3-319-01055-7 (Print) 978-3-319-01056-4 (Online)

Table of contents (31 chapters)

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  1. Front Matter

    Pages i-xvii

  2. Conceptual Part

    1. Front Matter

      Pages 1-1

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      Chapter

      Pages 3-14

      Managing the Unmanageable: The Fuzzy Front End of Innovation

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      Chapter

      Pages 15-30

      Structuring the Front End of Innovation

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      Chapter

      Pages 31-48

      Integrating Customers at the Front End of Innovation

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      Chapter

      Pages 49-58

      Out of Bounds: Cross-Industry Innovation Based on Analogies

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      Chapter

      Pages 59-73

      Trend Scanning, Scouting and Foresight Techniques

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      Chapter

      Pages 75-87

      Crowdsourcing as an Innovation Tool

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      Chapter

      Pages 89-97

      Revolutionizing the Business Model

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      Chapter

      Pages 99-107

      Managing the Intellectual Property Portfolio

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      Chapter

      Pages 109-124

      Applying Cross-Industry Networks in the Early Innovation Phase

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      Chapter

      Pages 125-140

      Accelerating Learning by Experimentation

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      Chapter

      Pages 141-158

      Dancing with Ambiguity: Causality Behavior, Design Thinking, and Triple-Loop-Learning

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      Chapter

      Pages 159-177

      Leveraging Creativity

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      Chapter

      Pages 179-191

      A Design Perspective on Sustainable Innovation

  3. Practical Cases

    1. Front Matter

      Pages 193-193

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      Chapter

      Pages 195-199

      3M: Beyond the 15 % Rule

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      Chapter

      Pages 201-206

      ABB: Integrating the Customer

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      Chapter

      Pages 207-212

      Bayer: Strategic Management of the Early Innovation Phase

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      Chapter

      Pages 213-219

      BGW: Partnering the Outside-in Process – The Expert Innovation Journey

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      Chapter

      Pages 221-225

      Emporia: The Merits of Online Idea Competitions

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      Chapter

      Pages 227-231

      Evonik Industries: Managing Open Innovation

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      Chapter

      Pages 233-236

      Case: Google Ventures

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