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TitleThe Manager's Pocket Guide to Innovation (Manager's Pocket Guide Series)
File Size625.4 KB
Total Pages167
Table of Contents
                            Table of Contents
Chapter  1: Why Innovate
	The Innovation Imperative
	World Challenges That Need Solutions
	What is Innovation?
	A Brief History of Innovation
	Darker Sides of Innovation
	Innovation by Accident
	Innovation by Getting Into Another Box
	Innovation by Those Outside the Field
	Thr First Step in Innovation
	Key Points
Chapter 2: The Innovative Mind
	Innovative Traits
	Thinking Skills for Innovators
	Key Points
Chapter 3: The Innovative Culture
	Attributes of an Innovative Culture
	Open Source Innovation
	Leadership and the Innovative Culture
	Examples of Innovative Leadership
	The Concept of Scaffolding
	On Becoming an Innovative Culture
Chapter 4: Customer Focus
	Understanding the Consumer
	The Basics
	Getting Closer to the Consumer
	Value Chain Innovation
	Pathways to the Consumer
Chpater 5: The Process of Innovation
	New Product Development
	Fast Prototyping
	Other Innovation Processes
	Creative Problem Solving Institute Process
	The Process, Summarized
	Key Points
Chapter 6: Creative Collaboration
	Systems Approach
	Principles of Creative Collaboration
	Action Learning Groups
	Communities of Practice
	Examples of Creative Collaboration
	Key Points
Chapter 7: Innovation: The Future
	Getting Started
	A Scenario
Document Text Contents
Page 2

The Manager’s 
Pocket Guide to 

Dr. Richard Brynteson

HRD Press Amherst, MA

Page 83

The Manager’s Pocket Guide to Project Management



Employees are constantly on the lookout for clues 
from leadership on direction. The more that leaders 
communicate the priority of innovation, the more 
innovation will become embedded into that culture. 
Communication comes through press releases, 
internal newsletters, speeches, and informal com‐
ments. Occasional lip service doesn’t cut it—it rele‐
gates innovation to “flavor of the month” status. 
Reward Systems

Employees typically do what they are paid to do. If 
reward systems favor the status quo, then employ‐
ees will not rock the boat with new innovations. If 
compensation systems reward challenging the 
status quo, creating new systems and products, 
then those behaviors will be encouraged. Likewise, 
if individual contributions are compensated, then 
employees will focus on individual metrics. If, on 
the other hand, team efforts (from which most 
innovation occurs) are rewarded, an organization 
will see more team efforts. 

Leadership facilitates the creation and execution of 
shared vision. Is innovation a vital part of that 
vision? If not, an organization will not honor it as 

Page 84

The Innovative Culture



Does the top leadership of an organization notice 
its innovation efforts? Does the CEO check in on the 
Research and Development efforts or wander into 
process redesign meetings? Or are innovation 
efforts treated as an after‐thought? In order for 
innovation to become embedded in the DNA of an 
organization, the leadership has to push it as a 
necessity, as a part of day‐to‐day activities, and as a 
vital part of the organization’s ongoing success, 
nothing less. 
Examples of Innovative Leadership
Recently, Governors Tim Pawlenty of Minnesota 
and Jim Doyle of Wisconsin spent a day together 
trying to figure out how Wisconsin and Minnesota 
could combine forces to create cost efficiencies. 
This action was unprecedented in the history of the 
siloed states of America. Each of these governors 
saw their budget woes as deep enough to require 
unique and innovative actions. So, let’s cooperate. 
Congratulations to them. 
  Other leadership in innovation is legendary. Jeff 
Immelt shifted General Electric’s focus from Six 
Sigma and cost efficiencies to “innovation” and 
“becoming green.”  Patagonia’s founder Yves 
Chouinard encourages employees to create proto‐
types and try them out themselves. The leadership

Page 166



“Powers of Creation,” Discover Magazine, October 

“Best Innovations of 2007.” Time Magazine. 
November 12, 2007.

Page 167

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