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By Gerard H. Gaynor

"Doing innovation" company-wide calls for not just an perspective of innovation from each person, yet a wide-ranging company dedication to a brand new organizational version. this significant new publication describes how businesses can align procedures, assets, and administration practices with sound layout, in order that each division is empowered (and anticipated) to innovate.

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Additional resources for Innovation by Design: What It Takes to Keep Your Company on the Cutting Edge

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So why talk about them? We talk about them to gain a better perspective of how to consider investments, to describe the potential benefits taking into consider- Figure 2-3. Examples of industry breakthrough innovation. Electric light bulbs Fluorescent lights Steam engine Photography—X-ray and graphic arts Rubber Radio Telex transmission Radar Aircraft Helicopters Gasoline engine Steel-belted tires Automatic transmissions Plastics Polyester Plexiglas High-impact plastics Robotics Xerography Microprocessors Magnetic tape Optical disks Medical technologies Gene technology Power-generating equipment Power transmission Diesel locomotives Color photography Synthetic rubber Television Facsimile Internet Jumbo jets Rockets Jet engine Disk brakes Power brakes and steering Nylon Wrinkle-free fabrics Polymer-based plastics Derivatives of petroleum products Automation Computers—hardware and software Lasers Videocassettes Ballpoint pens Computer-aided tomography Space exploration Innovation Types and Product Classes 35 ation the uncertainties, to determine the availability of resources, and to discover the limitations of the organizational infrastructure.

Theodore Levitt, The Marketing Mode (New York: McGraw-Hill, 1969), pp. 155–170. 2. Greg A. ’’ Research Technology Management, May–June 1997, pp. 16–28. 3. Robert A. Burgelman, Modesto A. Maidique, and Steven C. Wheelwright, Strategic Management of Technology and Innovation (Chicago: Irwin, 1996), p. 1. 4. Edward B. Roberts, Generating Technological Innovation (New York: Oxford University Press, 1987), p. 3. 5. Jacob Schmookler, Invention and Economic Growth (Cambridge: Harvard University Press, 1966).

But a culture that supports innovation is not a touchy-feely culture. On the contrary, an innova- Perspectives on Innovation 21 tion culture is a supportive one with discipline that promotes high expectations and challenges its people. The organization that takes the biggest innovation risks may or may not realize the highest payoffs. This depends on the short- or long-term orientation of the organization. Technologies can lie dormant for many years. Chester Carlson invented the xerographic process in 1938.

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