The Power of Strategy Innovation: A New Way of Linking Creativity and Strategic Planning to Discover Great Business Opportunities

By Robert E. Johnston Jr.; J. Douglas Bate | Go to book overview

INDEX
advisory team, role of, 92
Aligning Phase
business assumptions, 111-112
business model, 110-111
current and new strategies, 107-108
definition of, 40, 273
team and management, 109
alignment, see also Aligning Phase on near-term goals vs. strategic frontiers, 133
Amabile, Teresa, 266
Bain & Company, management tools survey, 28
Barclays Global Investors (BGI), 259
beginning ideas, 262-263
selection of, 205-206
benchmarking
calls, 178
visits, 180
bifocal vision, 17, 273
Bouton, Garrett, 73, 266
brainstorming, see creative process
Buchner, Dan, 60-62, 65, 68, 69, 91, 102, 162, 213
business concepts, as output of Discovery Process, 49, 262-263
business model
current vs. future, 16
focus on innovation, 18
reconfiguration of, 176
search for optimal, 128
strategic importance of, 7
business model innovation vector
definition of, 273
immersions, 180
interactions, 177-180
business opportunities
creative approaches in identifying, 241-242
definition of, 273
development of, 206-207
final selection of, 208-209
implementation challenges, 244-246
as output from Discovery Process, 225
as portfolio, 23-24
ranking of, 207-208
Canon, business model implementation, 35
Carbonari, Bruce, 58-60, 67, 69, 73, 213
Carl Zeiss company
corporate vision development, 231-233
management mandate for innovation, 256
Cemex, business model innovation, 147
change, and innovation, 249-251
Christensen, Clayton, 9, 242, 250
collaboration, 189-190, 273
Collins, Jim, 17
competition sector, 218
conferences, 173-174
consumer/society sector, 217
convergent phase, 97, 187, 188, 205, 273
core business, defining of, 124
core competence, 124-125
Coronas, José, 24
corporate culture
assessment tool for, 266-267
needed for strategic innovation, 48, 264-267
corporate gravity, 138, 273
corporate immune system
definition of, 274
penetration of, 249
corporate myopia, 18-19, 274
corporate strategy
driven by future opportunities, 22
driven by market analysis, 22
corporate vision, see vision, corporate
Cox, Ken, 137
Coyne, William, 78, 167, 253-254
Creating Phase
activities of, 186
creative process in, 203
definition of, 40
environment for, 187-192
fresh perspectives used in, 193-194 3 Cs as filter for, 195
tools for, 194-202
value potential as filter for, 195-197
wildcard option in, 196-197, 208
creative process
convergent phase, 97, 187, 188, 205
divergent phase, 96-97, 187, 204-205
exercise in, 235

-283-

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