Intrapreneurship Management: Concepts, Methods, and Software for Managing Technological Innovation in Organizations (IEEE Press Series on Technology Management, Innovation, and Leadership)

✍ Scribed by Rainer Hasenauer, Oliver Yu

• Publisher: Wiley-IEEE Press
• Year: 2024
• Tongue: English
• Leaves: 227
• Edition: 1
• Category: Library

✦ Synopsis

Develop and deploy industry-leading ideas with this groundbreaking management toolkit

The universal modern image of an innovator is a technological entrepreneur, who conceives and develops their groundbreaking ideas outside an existing institution and only subsequently builds infrastructure around it. In reality, however, the bulk of technological innovation comes through Intrapreneurship: innovation that takes place inside an existing organization, taking advantage of the institutional support and economies of scale provided by continuing enterprises. Intrapreneurship Management is an approach that cultivates these internal innovations and the knowledge workers who produce them.

Intrapreneurship Management: Concepts, Methods, and Software for Managing Technological Innovation in Organizations offers a guide to this approach, its challenges, and its rewards. Beginning with a simple yet flexible definition of innovation―an idea implemented with impact―it analyzes the processes and organizational tools by which novel ideas can be fostered, supported, and applied, producing industry-leading firms that maximize their internal talent. It also provides access and tools for using IntrapreneurshipREADINESSNavigator (IRN), a unique software already deployed successfully in over 150 innovation projects.

Intrapreneurship Management readers will also find:

• Case studies of technological innovations within a range of organizations
• A look forward to future challenges facing innovative organizations in the 21^st century
• Detailed treatment of subjects including innovation marketing, systematic creativity, and developing innovative organizational culture

Intrapreneurship Management is ideal for intrapreneurs, their managers, and any professionals working in industries driven by technological innovation, as well as researchers and students of management.

✦ Table of Contents

Cover
Series Page
Title Page
Copyright Page
Dedication Page
Contents
About the Authors
Preface
Acknowledgments
Chapter 1 Introduction and Overview
1.1 Innovation: A Simple Yet Comprehensive Definition
1.2 Special Importance of Intrapreneurship Management
1.3 Focus, Approaches, Emphases, Theme, and Major Contributions of the Book
1.4 Overview of Book Organization
Summary
Glossary
Discussions
References
Chapter 2 The Internal Innovation or Intrapreneurship Process
2.1 The Internal Innovation Process as an Interactive System
2.2 Major Innovation Participants of Intrapreneurship
2.3 A Common Investment Perspective of All Innovation Participants
2.4 Specific Applications of the Investment Perspective
2.5 Alignment of Individual Investment Perspectives for Innovation Implementation
2.6 Generic Challenges to Intrapreneurship Caused by a Lack of Alignment of Investment Perspectives
2.6.1 Risk-Averse Management Values and Organizational Culture
2.6.2 Resource Competition for the Internal Supporter
2.6.3 Rigidity of Organizational Structure and Operating Procedures
2.7 Major Changes in the Business and Natural Environment and Special Challenges to Intrapreneurship in the 21st Century
2.7.1 Socioeconomic Developments
2.7.2 Technology Advances
2.7.3 Natural Environment Changes
2.8 Key Elements of Intrapreneurship Management
Summary
Glossary
Discussions
References
Chapter 3 Understanding Human Needs and Wants as Driving Forces of Intrapreneurship
3.1 Overview of Human Needs and Wants
3.2 General Observations of Human Needs and Wants
3.3 Major Factors Influencing the Intensity of Needs and Wants
3.4 Special Applications to Intrapreneurship
3.5 Graphical Representations of Human Needs and Wants: The Maslow Hierarchical Model and a New Perspective
3.5.1 Graphical Representation of a New Perspective on Individual Human Needs and Wants
3.5.2 Application of the New Perspective to Principal Participants of Intrapreneurship
3.5.3 Extensions of the New Perspective to Organizational and Societal Needs and Wants
3.6 Application to Intrapreneurship Management: An Integrated Value Framework for Both the Individual and the Organization
Summary
Glossary
Discussions
References
Chapter 4 A Unified Approach to Innovation Marketing with Applications to Organization Readiness in Intrapreneurship Management
4.1 A Broad Definition and a Supply and Demand Perspective of Innovation Marketing
4.2 A Unified Approach to Innovation Marketing
4.2.1 A Unified Set of Stages for Innovation Marketing with Special Applications to Intrapreneurship Management
4.2.2 Major Challenges and Solutions for Innovation Marketing
4.3 Application of the Unified Approach to Innovation Marketing in Intrapreneurship: Organization Readiness Assessment
4.3.1 Innovative Culture
4.3.2 Internal Support
4.3.3 Innovation Team
4.3.3.1 The Agile and Scrum Approach to Team Building
4.3.3.2 A Novel Approach for Applying the Enneagram to InnovationTeam Building (Based on contribution by M. Schlegel)
Summary
Glossary
Discussions
References
Chapter 5 Applying the Unified Approach of Innovation Marketing to External Adopter for Market Readiness Assessment
5.1 Interaction Between Market Readiness and Technology Readiness
5.1.1 Marketing Test Bed (MTB): A Tool to Establish Market Entry and Track the Subsequent Interactions Between Market Readiness and Technology Readiness of an Innovative Product
5.2 Major Considerations of Marketing to External Adopter
5.2.1 Evolving Marketing Targets
5.2.2 Advancing Marketing Tools
5.2.3 Major Changes in Innovation Marketing
5.2.4 Special Importance for Marketing Ethics to Individual Adopters
5.3 Market Readiness
5.3.1 Key Elements of Market Readiness
5.4 Development of Market Readiness Indicators
Summary
Glossary
Discussions
References
Chapter 6 Innovative Product Development: CreativeProblem-Solving and Technology Readiness Assessment
6.1 Introduction
6.2 Main Barriers to Continued Development of Creativity
6.2.1 Social Control
6.2.2 Risk Aversion
6.2.3 Cognitive Rigidity
6.2.4 Skill Deficiency
6.3 Creative Problem-Solving as a Trainable Skill
6.3.1 Neuroplasticity and the Brain
6.3.2 Skill Development Through Deliberate Practice
6.4 General Approaches and Tools for Creative Problem-Solving
6.4.1 Minimize Social Control Through Innovative and Nurturing Culture
6.4.2 Eliminate Risk Aversion Through Supportive and Stimulating Processes
6.4.3 Reduce Cognitive Rigidity Through Diversified Perspectives
6.4.4 Build Creative Problem-Solving Skills
6.4.5 Traditional Approach to Problem-Solving
6.5 Team-Based Creative Problem-Solving Approach by the Enneagram (Based on contributions by Matt Schlegel)
6.5.1 Steps of the Enneagram Problem-Solving Approach
6.5.2 Personality and Problem-Solving
6.5.3 Team Diagnostics and Special Strength for Problem-Solving
6.6 Systematic Approach for Creative Problem-Solving as Represented by TRIZ (Based on contributions by D. Daniel Sheu)
6.6.1 A Predictable Pattern of Technology Advancement
6.6.2 Contradiction
6.6.3 Functionality–Value Hierarchy
6.6.4 Ideality
6.6.5 Resources
6.6.6 Alternative Space–Time–Domain–Interface Perspectives
6.6.7 System Transfer
6.7 Exploring Nescience for Creative Problem-Solving
6.7.1 Nescience as a Catalyst for Creative Thinking
6.7.2 Nescience and Exploratory Problem-Solving
6.7.3 Nescience and Problem Formulation
6.7.4 Challenges and Ethical Considerations
6.7.5 Case Examples of Applying Nescience to Problem-Solving
6.8 Artificial Intelligence and Creative Problem-Solving
6.8.1 Special Advantages and Capabilities of AI
6.8.2 Applications of AI to Creative Problem-Solving
6.9 Innovative Product Development and Technology Readiness Assessment
6.9.1 Key Elements of Technology Readiness
6.9.1.1 Creative Problem Solution Readiness
6.9.1.2 Intellectual Property Rights Readiness
6.9.1.3 Integration Readiness
6.9.1.4 Production Readiness
Summary
Glossary
Discussions
References
Chapter 7 Intrapreneurship Readiness Assessment: Methodology
7.1 General Methodological Approach for Readiness Assessment
7.2 Organization Readiness
7.2.1 Innovative Culture Readiness
7.2.2 Internal Support Readiness
7.2.3 Innovation Team Readiness
7.3 Market Readiness
7.3.1 Demand Readiness
7.3.2 Competitive Supply Readiness
7.3.3 Customer Readiness
7.3.4 Product Readiness
7.4 Technology Readiness
7.4.1 Creative Problem Solution Readiness
7.4.2 Intellectual Property Rights (IPR) Readiness
7.4.3 Integration Readiness
7.4.4 Production Readiness
7.5 Special Application of the Readiness Assessment Process
Summary
Glossary
Discussions
References
Chapter 8 Intrapreneurship Readiness Assessment: Software Outline
8.1 Overall Structure and Key Functions
8.1.1 Input Master and Other Readiness Checklists
8.1.2 Continue Master Readiness Checklists
8.1.3 Select Module
8.1.4 Maintain Assessment Master Data
8.1.5 Send Invitation
8.1.6 Accept Invitation
8.1.7 Maintain Milestones
8.1.8 Personal Rating
8.1.9 Official Rating
8.1.10 Calculate Level
8.2 User Interface
8.2.1 Welcome Page/Login
8.2.2 New Account
8.2.3 Forgot Password
8.2.4 The IRN Software Module
8.2.5 Assessment Page
8.2.6 Rating at a Milestone
8.2.7 Assessment Menu
Reference
Chapter 9 Summary and Outlook
9.1 Overall Summary
9.2 Future Outlook and Potential Research Areas
Appendix A Case Studies of Innovative Companies
A.1 3M
A.1.1 The Company and History of Intrapreneurship Management
A.1.1.1 The 15 Percent Rule
A.1.1.2 The Tech Forum
A.1.1.3 Social Equity and Responsibility Programs
A.1.2 Insights from the Interview
A.2 IBM
A.2.1 The Company and History of Intrapreneurship Management
A.2.1.1 A Professional Sales Force
A.2.1.2 Extraordinary Emphasis on Research
A.2.1.3 Strict Adherence to Business Ethics
A.2.1.4 Pioneer in Social Equity and Corporate Responsibility
A.2.2 Insights from the Interview
A.3 SRI International
A.3.1 The Company and History of Intrapreneurship Management
A.3.2 Insights from the Interview
A.3.3 Development History
A.3.4 The Value Creation Forum Process and its Implementation
A.3.5 Benefits of the VCF Process
A.4 Summary of Insights
A.4.1 Innovation is the Life Force for Sustained Growth of an Organization
A.4.2 Innovative Culture Stimulates Internal Collaboration
A.4.3 Internal Innovators Need to Market Themselves
A.4.4 An Intrapreneur can be Successful by Creating Internal and External Values
Appendix B Selected Cases for Innovation Project Readiness Assessment
B.1 General Overview
B.2 Summary of the Collection of 26 Innovation Projects
B.3 Summary of the Five Selected Cases and Readiness Assessment Results
B.4 Highlights of the Selected Innovation Projects
B.5 Details of Selected Cases of Innovation Project Readiness Assessment
B.5.1 General Approach
B.5.2 Case Details
References
Index
EULA