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Innovation Capability Maturity Model

Innovation Capability Maturity Model
Author: Patrick Corsi
Publisher: John Wiley & Sons
Total Pages: 320
Release: 2015-06-15
Genre: Mathematics
ISBN: 1848218273
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Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change... the thinking level. No domain and no sector is immune to this transformation in todays’ world Having clarified our ideas through this book, we remain ever more convinced that the leveled maturity approach will lead to real advances in innovation over the 2020 years. Hence the competitive capacities of organizations must evolve. As we strive in our quest for new inspiration sources in business, let us reckon that all is bound to evolving... including the way to evolve. In that resides the very capacity to innovate.

Innovation Capability Maturity Model (ICCM)

Innovation Capability Maturity Model (ICCM)
Author: Darrell Mann
Publisher:
Total Pages: 0
Release: 2012
Genre: Capability maturity model (Computer software)
ISBN: 9781906769413
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Global Innovation Science Handbook, Chapter 47 - Business Innovation Maturity Model

Global Innovation Science Handbook, Chapter 47 - Business Innovation Maturity Model
Author: C. Robert Carlson
Publisher: McGraw Hill Professional
Total Pages: 12
Release: 2014-01-31
Genre: Business & Economics
ISBN: 0071829989
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A chapter from the Global Innovation Science Handbook, a comprehensive guide to the science, art, tools, and deployment of innovation, brought together by two Editors of the prestigious International Journal of Innovation Science, with ground-breaking contributions from global innovation leaders in every type of industry.

I2MM - Integrated Innovation Maturity Model for Lean Assessment of Innovation Capability

I2MM - Integrated Innovation Maturity Model for Lean Assessment of Innovation Capability
Author: Tobias Müller-Prothmann
Publisher:
Total Pages: 11
Release: 2014
Genre:
ISBN:
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The purpose of this paper is to present the integrated innovation maturity model (I2MM). The model was developed to evaluate innovation capabilities of companies using their innovation process and its flexibility towards changes of markets and the company's business environment as basis for assessment. Innovation processes have different impacts on projects through all phases of value creation. Yet, most of these processes are not adapted to early phases of idea management. The requirements engineering integrated innovation process (REI2P) highlights the early phases and underlines the importance of systematically integrating customer requirements into the innovation process. Based on REI2P, the I2MM is structured into four process areas: (1) ideation and product development, (2) innovation management, (3) requirements engineering, and (4) quality management. I2MM is a lean approach that fosters quality of systematic innovations and can perfectly be adjusted to meet the needs of large corporations and small and medium sized enterprises (SME) as well. I2MM was developed by the authors in the joint research project ISPYROM, funded by the German Federal Ministry for Education and Research (BMBF).

Dealing with Darwin

Dealing with Darwin
Author: Geoffrey A. Moore
Publisher: Penguin
Total Pages: 316
Release: 2005
Genre: Business & Economics
ISBN: 9781591841074
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MOORE/DEALING WITH DARWIN

The Capability Maturity Model

The Capability Maturity Model
Author: Mark C. Paulk
Publisher: Addison-Wesley Professional
Total Pages: 472
Release: 1995
Genre: Computers
ISBN:
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Principal Contributors and Editors: Mark C. Paulk, Charles V. Weber, Bill Curtis, Mary Beth Chrissis "In every sense, the CMM represents the best thinking in the field today... this book is targeted at anyone involved in improving the software process, including members of assessment or evaluation teams, members of software engineering process groups, software managers, and software practitioners..." From the Foreword by Watts Humphrey The Capability Maturity Model for Software (CMM) is a framework that demonstrates the key elements of an effective software process. The CMM describes an evolutionary improvement path for software development from an ad hoc, immature process to a mature, disciplined process, in a path laid out in five levels. When using the CMM, software professionals in government and industry can develop and improve their ability to identify, adopt, and use sound management and technical practices for delivering quality software on schedule and at a reasonable cost. This book provides a description and technical overview of the CMM, along with guidelines for improving software process management overall. It is a sequel to Watts Humphrey's important work, Managing the Software Process, in that it structures the maturity framework presented in that book more formally. Features: Compares the CMM with ISO 9001 Provides an overview of ISO's SPICE project, which is developing international standards for software process improvement and capability determination Presents a case study of IBM Houston's Space Shuttle project, which is frequently referred to as being at Level 5 0201546647B04062001

Leading the Revolution

Leading the Revolution
Author: Gary Hamel
Publisher: Harvard Business Press
Total Pages: 337
Release: 2002
Genre: Business & Economics
ISBN: 9781591391463
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Fully revised with a new introduction, this book provides an action plan for any company or individual intent on becoming and staying an industry revolutionary. Hamel argues that the fundamental challenge companies face is reinventing themselves and their industries, not just in times of crisis - but continually. Based on an extensive study of "gray-haired revolutionaries," including Charles Schwab, Cisco, Virgin, UPS, Semex, and GE Capital, Leading the Revolution shows how companies can continue to grow and thrive, even in ever-changing turbulent world markets. Distinctive features and benefits to readers: explains the underlying principles of radical innovation; explores where revolutionary new business concepts come from; identifies the key design criteria for building companies that are activist-friendly and revolution-ready; and details the steps your company must take to make innovation an enduring capability. Packed with insight and practical advice, Leading the Revolution shows you how to: get off the treadmill of incrementalism; save your company from becoming a "one-vision wonder"; harness the imagination and passion of every employee; and create vibrant internal markets for ideas, capital, and talent.

Innovation Capabilities: Affirming an Oxymoron?

Innovation Capabilities: Affirming an Oxymoron?
Author: Tor Helge Aas
Publisher: Cognitione Foundation for the Dissemination of Knowledge and Science
Total Pages: 167
Release: 2017-01-01
Genre: Business & Economics
ISBN: 8365196581
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The relationship between resources and capabilities and performance has been discussed since Edith Penrose addressed the mechanisms behind the growth of the firm (Penrose, 1959). Early contributions to this area of research suggest that valuable and inimitable resources and capabilities are the primary sources of superior performance and sustained competitive advantage (Barney, 1991; Wernerfelt, 1984), while more recent contributions suggest that the ability to change and re-configure resources and capabilities (dynamic capabilities) are the most important for performance, especially when the market is unstable (Teece, 2014; Teece, Pisano & Shuen, 1997). It has also been argued that firms may utilize their resources and capabilities through the development of innovations in the form of new products, services or processes (Hill, Brandeau, Truelove & Lineback, 2015), and empirical research has confirmed that there is a positive relationship between the implementation of innovation activities and the future performance of firms (Bowen, Rostami & Steel, 2010; Rubera & Kirca, 2012). However, innovation as a phenomenon entails change, as opposed to resources and capabilities that represents a firm’s ability to reproduce a certain performance – and as such involves stability. Viewed in this way the very term innovation capability can constitute an oxymoron. The study of innovation capabilities is therefore a complex field of study that is emerging. The topic has already attracted interest from a number of scholars (e.g. Forsman, 2011; Guan & Ma, 2003; Hertog, van der Aa & de Jong, 2010; Wang, Lu & Chen, 2008; Yam, Lo, Tang & Lau, 2011), but despite these important advances there is still a lack of consensus in the literature and a pressing need to clarify what type of resources and capabilities drive innovation in different contexts (Lidija & Robert, 2014), and how these capabilities are developed and utilized (Helfat & Peteraf, 2003).