Unique features, distinctive capabilities and exclusive know-how are the surest way to stay ahead of the market for any length of time. But the way these points of difference are created and commercialized is changing. The difficulty for most organizations is not in generating ideas, but in pursuing the right one at the right speed on the right scale. Alongside flashes of brilliance, innovation depends on combining strategic insight, inspired leadership, suitable funding, adept marketing, motivated teams and appropriate intellectual property in the right business model. In devoloping new products, or in modifying and enhancing existing ones, organizations will find themselves operating in a more effiecient market for ideas. Recognizing and using the creation and exploitation of ideas as an asset, they can bug and sell the commercial rights to an innovative product or service, allowing them more scope to specialize in what they know best and to add on any extra improvements from external sources. It also means they can generate extra income by selling their know-how for use in non-competing applications.The Innovation Handbook is divided into twelve key sections: the innovation premium, move up the value chain, forms of innovation, sources of innovation, new fontiers, the creative organiztion, an open search for ideas, commercialization models, IP fit for purpose, contract negotiation, funding innovation, when you are copied.Designed as a practical guide to the effective management of ideas and knowledge, this book is for leaders of organizations who want to move ahead of their competitors and offer new sources of value to their customers. Drawing on a wide range of experience and expertise in strategy, deisng, technology, brands, intellectual property, finance, marketing and management, it will discuss how to best combin an open search for. potential winnders with procedures that capture, protect and enhance their full value.
Note
Description based upon print version of record. Unique features, distinctive capabilities and exclusive know-how are the surest way to stay ahead of the market for any length of time. But the way these points of difference are created and commercialized is changing. The difficulty for most organizations is not in generating ideas, but in pursuing the right one at the right speed on the right scale. Alongside flashes of brilliance, innovation depends on combining strategic insight, inspired leadership, suitable funding, adept marketing, motivated teams and appropriate intellectual property in the right business model. In devoloping new products, or in modifying and enhancing existing ones, organizations will find themselves operating in a more effiecient market for ideas. Recognizing and using the creation and exploitation of ideas as an asset, they can bug and sell the commercial rights to an innovative product or service, allowing them more scope to specialize in what they know best and to add on any extra improvements from external sources. It also means they can generate extra income by selling their know-how for use in non-competing applications.The Innovation Handbook is divided into twelve key sections: the innovation premium, move up the value chain, forms of innovation, sources of innovation, new fontiers, the creative organiztion, an open search for ideas, commercialization models, IP fit for purpose, contract negotiation, funding innovation, when you are copied.Designed as a practical guide to the effective management of ideas and knowledge, this book is for leaders of organizations who want to move ahead of their competitors and offer new sources of value to their customers. Drawing on a wide range of experience and expertise in strategy, deisng, technology, brands, intellectual property, finance, marketing and management, it will discuss how to best combin an open search for. potential winnders with procedures that capture, protect and enhance their full value.
Formatted Contents Note
Contents Foreword Part 1 The innovation premium 1.1 How innovation drives growth The bottom line Where innovation happens Measuring innovation Forging links Getting it right 1.2 Opening up innovation Rationale Definition Benefits of OI Issues Consequences Conclusion 1.3 Innovation support Maximizing your intellectual property Good design is good business Supporting manufacturing Increasing opportunities for commercial success Summary 1.4 Intellectual property for innovators The national and international IP systems.
IP rights for business 1.5 Realize what you have How should you start? What can go wrong? Things can go right! Is IA management expensive? Conclusion 1.6 How to maximize the value of your intellectual property Realizing value Value structures Conclusion Part 2 Move up the value chain 2.1 Technology as an accelerator for growth Connections Partnerships 2.2 Partnerships for innovation When two worlds collide How universities can support business innovation Examples in Manchester 2.3 The power of design 2.4 Brand innovation.
Branding innovation Protecting innovation Funding innovation 2.5 IP as a profit centre Your IP strategy as part of your overall business strategy Look ahead Know what you've got Get it right from creation Manage your portfolio efficiently Leverage your IP to make it into a profit centre Be prepared to enforce - intelligently Conclusion Part 3 Forms of innovation 3.1 Breakthroughs versus improvements 3.2 Broad versus narrow 3.3 Hardware versus software Software and the European Patent Convention Mechanics, electronics, software Conditions.
Coverage Business case Conclusion Part 4 Sources and types of innovation 4.1 Challenge-led Building an innovation infrastructure Innovation platform development 4.2 Working with universities So what are the options? Using higher education institutions for your research? Revenue sharing So what about the IP? IP as a passport? Non-disclosure agreements - a basic tool Conclusions 4.3 Business improvement Changing markets Production and distribution People Open Innovation Benchmarking 4.4 Customer insights Becoming relevant.
Innovative sources of customer insight Traditional sources of customer insight The limits of user engagement In conclusion 4.5 Value innovation Part 5 New frontiers 5.1 Software Confidential information Copyright protection Registered design protection Patent protection Trademarks IP freedom-to-operate issues Conclusion 5.2 Life sciences What are the current commercial and technical limitations on realizing the potential? What are the different models and techniques that enterprises might now consider? Conclusions 5.3 Low-carbon technologies.
Public funding schemes for innovation.
Available in Other Form
Print version: Jolly, Adam Innovation Handbook : How to Profit from Your Ideas, Intellectual Property and Market Knowledge : Kogan Page,c2010