| Preface |
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xix | |
| Acknowledgements |
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xxiii | |
| About the Authors |
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xxv | |
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1 The Importance and Challenges of Innovation |
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1 | (18) |
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2 | (2) |
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2 | (1) |
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2 | (1) |
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3 | (1) |
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3 | (1) |
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3 | (1) |
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The Realities of Innovation |
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4 | (5) |
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4 | (1) |
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Innovation is Necessary for Survival |
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5 | (1) |
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Innovation is Equated with Success |
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5 | (1) |
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Innovation is Truly Global |
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6 | (1) |
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Consumers and Investors Expect Innovation |
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6 | (1) |
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Innovation is Often Disruptive |
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6 | (1) |
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Innovation is Not a Single Event |
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7 | (1) |
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Little Ideas Often Make a Big Difference |
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7 | (1) |
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Innovation Comes in Many Types and Forms |
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8 | (1) |
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Innovation Spans Many Different Horizons |
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8 | (1) |
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Trouble in Paradise: The Misconceptions |
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9 | (3) |
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Misconception 1 Small Companies are More Innovative |
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10 | (1) |
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Misconception 2 Uncontested Markets are Good for Innovation |
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10 | (1) |
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Misconception 3 Spending More on R&D Increases Innovation |
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10 | (1) |
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Misconception 4 Companies Need More Radical Innovation |
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10 | (1) |
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Misconception 5 Open Innovation Turbocharges R&D |
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11 | (1) |
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Misconception 6 R&D Needs to be More Relevant |
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11 | (1) |
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Misconception 7 Wall Street Rewards Innovation |
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11 | (1) |
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12 | (5) |
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12 | (1) |
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Managing Innovation is Difficult |
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13 | (1) |
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An Innovation Culture is Necessary for Success |
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13 | (1) |
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Innovation Requires Many Personas |
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14 | (2) |
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Innovation Success Rates Need to Improve |
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16 | (1) |
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The Value of Innovation is Unclear |
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16 | (1) |
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17 | (2) |
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2 Status and Concerns about Innovation Measurement |
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19 | (16) |
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Innovation: Definition, Models, and Measures |
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20 | (1) |
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21 | (2) |
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23 | (4) |
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Measurement Shifts are Common |
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23 | (1) |
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24 | (1) |
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24 | (1) |
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Hoping, Knowing, Proving, and Showing Value |
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25 | (1) |
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25 | (2) |
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Macro View of Measurement |
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27 | (5) |
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29 | (1) |
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30 | (1) |
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Concerns about Company Level Measures |
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30 | (2) |
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Micro View of Measurement |
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32 | (2) |
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34 | (1) |
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3 The Case for a New System |
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35 | (24) |
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Innovation: A Cost or an Investment? |
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36 | (2) |
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The Value of Innovation: A Summary |
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38 | (3) |
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Intangibles and the Fear of not Investing |
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38 | (1) |
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Relationship Between Variables |
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39 | (2) |
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41 | (1) |
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41 | (4) |
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41 | (1) |
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Reaction and Planned Action |
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42 | (1) |
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43 | (1) |
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Application and Implementation |
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43 | (1) |
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44 | (1) |
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44 | (1) |
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How Does Your Current System Stack Up? |
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45 | (4) |
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45 | (2) |
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47 | (1) |
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47 | (1) |
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47 | (1) |
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48 | (1) |
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48 | (1) |
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48 | (1) |
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48 | (1) |
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49 | (1) |
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49 | (1) |
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Using Design Thinking to Deliver and Measure Results |
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49 | (6) |
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Start with Why: Aligning Projects with the Business |
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50 | (1) |
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Make it Feasible: Selecting the Right Solution |
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51 | (1) |
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Expect Success: Designing for Results |
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52 | (1) |
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Make it Matter: Designing for Input, Reaction, and Learning |
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52 | (1) |
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Make it Stick: Designing for Application and Impact |
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53 | (1) |
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Make it Credible: Measuring Results and Calculating ROI |
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53 | (1) |
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Tell the Story. Communicating Results to Key Stakeholders |
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54 | (1) |
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Optimize the Results: Using Black Box Thinking to Increase Funding |
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54 | (1) |
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Requirements for the Value of Innovation: A Measurement Process |
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55 | (1) |
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ROI Measurement Methodology™ |
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56 | (1) |
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Terminology: Projects, Solutions, Participants... |
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57 | (1) |
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57 | (2) |
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4 Introducing the ROI Methodology |
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59 | (22) |
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60 | (1) |
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60 | (3) |
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63 | (2) |
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65 | (10) |
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66 | (1) |
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66 | (1) |
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67 | (1) |
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68 | (1) |
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68 | (3) |
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71 | (1) |
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71 | (1) |
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Isolating the Effects of the Project |
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72 | (1) |
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Converting Data to Monetary Values |
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72 | (1) |
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Identifying Intangible Benefits |
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73 | (1) |
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74 | (1) |
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Calculating the Return on Investment |
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74 | (1) |
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75 | (1) |
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Operating Standards and Philosophy |
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75 | (1) |
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Implementing and Sustaining the Process |
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76 | (1) |
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Benefits of This Approach |
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76 | (5) |
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77 | (1) |
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Validating the Value Proposition |
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77 | (1) |
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77 | (1) |
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Enhancing the Image and Building Respect |
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78 | (1) |
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78 | (1) |
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Justifying or Enhancing Budgets |
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78 | (1) |
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Building a Partnership with Key Executives |
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79 | (1) |
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Earning a Seat at the Table |
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79 | (1) |
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79 | (2) |
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5 Aligning Innovation Projects to the Organization |
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81 | (26) |
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Creating Business Alignment |
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83 | (3) |
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83 | (1) |
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84 | (2) |
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Determining the Potential Payoff |
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86 | (4) |
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Obvious Versus not-so-obvious Payoff |
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87 | (2) |
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89 | (1) |
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The Value of an Opportunity |
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90 | (1) |
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To Forecast or not to Forecast? |
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90 | (1) |
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Determining Business Needs |
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90 | (5) |
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91 | (1) |
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91 | (1) |
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92 | (1) |
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Tangible versus Intangible Benefits: A Better Approach |
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93 | (1) |
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94 | (1) |
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Determining Performance Needs |
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95 | (1) |
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95 | (1) |
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95 | (1) |
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Determining Learning Needs |
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96 | (1) |
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Determining Preference Needs |
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97 | (1) |
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Case Study: Southeast Corridor Bank |
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98 | (4) |
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98 | (1) |
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99 | (1) |
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99 | (1) |
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100 | (1) |
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101 | (1) |
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102 | (1) |
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Developing Objectives for Innovation Projects |
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102 | (4) |
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102 | (1) |
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103 | (1) |
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Application and Implementation Objectives |
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103 | (1) |
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104 | (1) |
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105 | (1) |
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106 | (1) |
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6 Collecting Data Along Chain of Impact with a Toolbox of Methods |
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107 | (32) |
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Questionnaires and Surveys |
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109 | (11) |
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Types of Questions and Statements |
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109 | (1) |
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110 | (1) |
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111 | (2) |
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Improving the Response Rate for Questionnaires and Surveys |
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113 | (7) |
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120 | (2) |
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121 | (1) |
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121 | (1) |
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122 | (2) |
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Applications for Evaluation |
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122 | (1) |
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123 | (1) |
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124 | (1) |
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Measuring with Simulation |
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124 | (1) |
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124 | (1) |
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Role-Playing/Skill Practice |
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125 | (1) |
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125 | (3) |
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Guidelines for Effective Observation |
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125 | (2) |
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127 | (1) |
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128 | (6) |
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Using Action Plans Successfully |
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129 | (3) |
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Advantages/Disadvantages of Action Plans |
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132 | (1) |
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Using Performance Contracts |
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133 | (1) |
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Monitoring Business Performance Data |
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134 | (1) |
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134 | (1) |
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135 | (1) |
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Selecting the Appropriate Method for Each Level |
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135 | (3) |
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135 | (1) |
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Participants' Time for Data Input |
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136 | (1) |
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Manager Time for Data Input |
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136 | (1) |
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137 | (1) |
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Disruption of Normal Work Activities |
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137 | (1) |
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137 | (1) |
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Utility of an Additional Method |
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137 | (1) |
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Cultural Bias for Data Collection Method |
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138 | (1) |
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138 | (1) |
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7 Measuring Reaction and Perceived Value |
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139 | (10) |
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Why Measure Reaction and Perceived Value? |
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140 | (3) |
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141 | (1) |
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141 | (1) |
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141 | (1) |
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Important but not Exclusive |
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142 | (1) |
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143 | (2) |
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143 | (1) |
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143 | (1) |
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143 | (1) |
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Internal or External Customers |
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144 | (1) |
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Project Leaders and Team Members |
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144 | (1) |
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Sponsors and Senior Managers |
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144 | (1) |
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Records and Previous Studies |
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144 | (1) |
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145 | (1) |
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146 | (1) |
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146 | (1) |
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Questionnaires and Surveys |
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146 | (1) |
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147 | (1) |
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147 | (1) |
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147 | (1) |
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148 | (1) |
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149 | (14) |
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Why Measure Learning and Confidence? |
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150 | (3) |
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The Importance of Intellectual Capital |
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151 | (1) |
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The Learning Organization |
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152 | (1) |
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152 | (1) |
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The Use and Development of Competencies |
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152 | (1) |
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The Role of Learning in Innovation Projects |
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153 | (1) |
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The Challenges and Benefits of Measuring Learning |
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153 | (2) |
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154 | (1) |
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The Benefits of Measuring Learning |
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154 | (1) |
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155 | (2) |
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155 | (1) |
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155 | (1) |
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156 | (1) |
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157 | (3) |
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Questionnaires and Surveys |
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157 | (1) |
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157 | (1) |
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Technology and Task Simulations |
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158 | (1) |
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159 | (1) |
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Role-Playing and Skill Practice |
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159 | (1) |
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159 | (1) |
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160 | (2) |
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160 | (1) |
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161 | (1) |
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161 | (1) |
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161 | (1) |
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162 | (1) |
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162 | (1) |
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9 Measuring Application and Implementation |
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163 | (14) |
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Why Measure Application and Implementation? |
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165 | (2) |
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165 | (1) |
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166 | (1) |
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Problems and Opportunities |
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166 | (1) |
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167 | (1) |
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167 | (2) |
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168 | (1) |
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Building Data Collection into the Project |
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168 | (1) |
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Ensuring a Sufficient Amount of Data |
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168 | (1) |
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Addressing Application Needs at the Outset |
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169 | (1) |
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169 | (2) |
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169 | (1) |
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170 | (1) |
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170 | (1) |
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170 | (1) |
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170 | (1) |
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171 | (1) |
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171 | (3) |
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Using Questionnaires to Measure Application and Implementation |
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172 | (1) |
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Using Interviews, Focus Groups, and Observation |
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172 | (1) |
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172 | (2) |
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174 | (1) |
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174 | (1) |
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175 | (2) |
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177 | (16) |
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Why Measure Business Impact? |
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178 | (2) |
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178 | (1) |
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A Business Driver for Projects |
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179 | (1) |
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179 | (1) |
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180 | (1) |
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Collecting Effective Impact Measures |
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180 | (3) |
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180 | (1) |
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181 | (1) |
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Identifying Specific Measures Linked to Projects |
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182 | (1) |
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Business Performance Data Monitoring |
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183 | (2) |
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Identify Appropriate Measures |
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184 | (1) |
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Convert Current Measures to Usable Ones |
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184 | (1) |
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184 | (1) |
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185 | (5) |
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Using Action Plans to Develop Business Impact Data |
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185 | (2) |
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Using Performance Contracts to Measure Business Impact |
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187 | (2) |
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Using Questionnaires to Collect Business Impact Measures |
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189 | (1) |
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Measuring the Hard to Measure |
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190 | (2) |
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Everything Can Be Measured |
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190 | (1) |
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Perceptions are Important |
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191 | (1) |
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Every Measure Can Be Converted to Money, but not Every Measure Should Be |
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191 | (1) |
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Special Emphasis on Intangibles |
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192 | (1) |
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192 | (1) |
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11 Isolating the Effects of Innovation |
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193 | (22) |
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Why the Concern over this Issue? |
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196 | (2) |
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196 | (1) |
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196 | (2) |
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198 | (2) |
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198 | (1) |
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Identify other Factors: A First Step |
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199 | (1) |
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200 | (14) |
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200 | (3) |
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203 | (2) |
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205 | (1) |
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206 | (1) |
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Participants' Estimate of Impact |
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206 | (3) |
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Managers Estimate of Impact |
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209 | (1) |
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Customer Estimates of Project Impact |
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209 | (1) |
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Internal or External Expert Estimates |
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210 | (1) |
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Estimate Credibility: The Wisdom of Crowds |
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210 | (2) |
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Calculate the Impact of other Factors |
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212 | (1) |
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213 | (1) |
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214 | (1) |
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12 Converting Data to Money |
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215 | (26) |
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Why Convert Data to Monetary Values? |
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217 | (5) |
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217 | (1) |
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Impact is More Understandable |
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217 | (1) |
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Converting to Monetary Values is Similar to Budgeting |
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218 | (1) |
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Monetary Value is Vital to Organizational Operations |
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218 | (1) |
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Monetary Values are Necessary to Understand Problems and Cost Data |
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219 | (1) |
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Key Steps in Converting Data to Money |
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219 | (3) |
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222 | (7) |
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Converting output Data to Money |
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222 | (1) |
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Calculating the Cost of Quality |
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223 | (4) |
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Converting Employee Time Using Compensation |
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227 | (1) |
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228 | (1) |
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When Standard Values are not Available |
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229 | (5) |
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Using Historical Costs from Records |
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229 | (1) |
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229 | (1) |
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230 | (1) |
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230 | (1) |
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230 | (1) |
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230 | (1) |
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Using Values from External Databases |
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231 | (1) |
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Linking with other Measures |
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232 | (1) |
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Using Estimates from Participants |
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233 | (1) |
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Using Estimates from the Management Team |
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233 | (1) |
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Using Project Staff Estimates |
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234 | (1) |
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Technique Selection and Finalizing Value |
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234 | (5) |
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Choose a Technique Appropriate for the Type of Data |
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235 | (1) |
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Move from Most Accurate to Least Accurate |
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235 | (1) |
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Consider Source Availability |
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235 | (1) |
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Use the Source with the Broadest Perspective on the Issue |
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236 | (1) |
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Use Multiple Techniques When Feasible |
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236 | (1) |
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Apply the Credibility Test |
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236 | (2) |
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Consider the Possibility of Management Adjustment |
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238 | (1) |
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Consider the Short-Term/Long-Term Issue |
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238 | (1) |
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Consider an Adjustment for the Time Value of Money |
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239 | (1) |
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239 | (2) |
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13 Addressing Intangibles |
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241 | (14) |
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Why Intangibles are Important |
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244 | (2) |
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Intangibles are the Invisible Advantage |
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244 | (1) |
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We are Entering the Intangible Economy |
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245 | (1) |
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More Intangibles are Converted to Tangibles |
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245 | (1) |
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Intangibles Drive Innovation Projects |
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246 | (1) |
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The Magnitude of the Investment |
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246 | (1) |
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Measuring and Analyzing Intangibles |
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246 | (7) |
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Measuring the Intangibles |
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247 | (2) |
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249 | (2) |
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Identifying and Collecting Intangibles |
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251 | (1) |
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252 | (1) |
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253 | (2) |
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255 | (18) |
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Why Monitor Costs and Measure ROI? |
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258 | (1) |
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259 | (4) |
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259 | (1) |
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Costs Reported without Benefits |
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260 | (1) |
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Develop and Use Cost Guidelines |
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261 | (1) |
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262 | (1) |
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Prorated versus Direct Costs |
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262 | (1) |
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|
|
263 | (1) |
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Specific Costs to Include |
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263 | (2) |
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Initial Analysis and Assessment |
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264 | (1) |
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Development of Project Solutions |
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264 | (1) |
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|
264 | (1) |
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264 | (1) |
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Maintenance and Monitoring |
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265 | (1) |
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265 | (1) |
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265 | (1) |
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265 | (5) |
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266 | (1) |
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267 | (2) |
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269 | (1) |
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270 | (2) |
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Payback Period (Breakeven Analysis) |
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270 | (1) |
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271 | (1) |
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|
271 | (1) |
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272 | (1) |
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15 Forecasting Value, Including ROI |
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273 | (28) |
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278 | (4) |
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279 | (1) |
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High Risks and Uncertainty |
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|
279 | (1) |
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|
279 | (1) |
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|
280 | (1) |
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The Trade-offs of Forecasting |
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|
280 | (2) |
|
Preproject ROI Forecasting |
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282 | (11) |
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282 | (1) |
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Basic Steps to Forecast ROI |
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283 | (4) |
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287 | (1) |
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287 | (1) |
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288 | (1) |
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288 | (1) |
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289 | (4) |
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Forecasting with a Pilot Program |
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|
293 | (1) |
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Forecasting with Reaction Data |
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|
293 | (3) |
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Case Study: Forecasting ROI from Reaction Data |
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294 | (1) |
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295 | (1) |
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296 | (3) |
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299 | (2) |
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301 | (22) |
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The Importance of Communicating Results? |
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303 | (1) |
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Communication is Necessary to Make Improvements |
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|
303 | (1) |
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Communication is Necessary to Explain the Contribution |
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|
303 | (1) |
|
Communication is a Politically Sensitive Issue |
|
|
304 | (1) |
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Different Audiences Need Different Information |
|
|
304 | (1) |
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Principles of Communicating Results |
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|
304 | (3) |
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Communication Must Be Timely |
|
|
305 | (1) |
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Communication Should Be Targeted to Specific Audiences |
|
|
305 | (1) |
|
Media Should Be Carefully Selected |
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|
305 | (1) |
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Communication Should Be Unbiased and Modest in Tone |
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|
305 | (1) |
|
Communication Must Be Consistent |
|
|
306 | (1) |
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|
|
306 | (1) |
|
Testimonials Must Come from Respected Individuals |
|
|
306 | (1) |
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The Audience's Bias of the Project Will Influence the Communication Strategy |
|
|
306 | (1) |
|
Storytelling is Essential |
|
|
307 | (1) |
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The Process for Communicating Results |
|
|
307 | (1) |
|
The Need for Communication |
|
|
308 | (1) |
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|
|
309 | (1) |
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The Audience for Communications |
|
|
309 | (3) |
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Basis for Selecting the Audience |
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|
311 | (1) |
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Information Development: The Impact Study |
|
|
312 | (1) |
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|
|
312 | (4) |
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|
|
312 | (2) |
|
Interim and Progress Reports |
|
|
314 | (1) |
|
Routine Communication Tools |
|
|
315 | (1) |
|
E-mail and Electronic Media |
|
|
316 | (1) |
|
Project Brochures and Pamphlets |
|
|
316 | (1) |
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|
|
316 | (1) |
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|
|
316 | (6) |
|
Routine Feedback on Project Progress |
|
|
317 | (2) |
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|
|
319 | (1) |
|
Presentation of Results to Senior Management |
|
|
320 | (2) |
|
Reactions to Communication |
|
|
322 | (1) |
|
|
|
322 | (1) |
|
17 Implementing and Sustaining ROI |
|
|
323 | (20) |
|
|
|
324 | (3) |
|
Resistance is Always Present |
|
|
326 | (1) |
|
Implementation is the Key to Success |
|
|
326 | (1) |
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|
|
326 | (1) |
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|
|
326 | (1) |
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|
|
326 | (1) |
|
Implementing the Process: Overcoming Resistance |
|
|
327 | (1) |
|
|
|
328 | (1) |
|
Developing Roles and Responsibilities |
|
|
328 | (3) |
|
|
|
329 | (1) |
|
Developing the ROI Leader |
|
|
329 | (1) |
|
Establishing a Task Force |
|
|
329 | (1) |
|
Assigning Responsibilities |
|
|
330 | (1) |
|
Establishing Goals and Plans |
|
|
331 | (1) |
|
Setting Evaluation Targets |
|
|
331 | (1) |
|
Developing a Plan for Implementation |
|
|
332 | (1) |
|
Revising or Developing Policies and Guidelines |
|
|
332 | (2) |
|
Preparing the Project Team |
|
|
334 | (1) |
|
Involving the Project Team |
|
|
334 | (1) |
|
Using ROI as a Learning and Project Improvement Tool |
|
|
334 | (1) |
|
|
|
334 | (1) |
|
|
|
335 | (1) |
|
Selecting the Initial Project |
|
|
335 | (1) |
|
Developing the Planning Documents |
|
|
335 | (1) |
|
|
|
336 | (1) |
|
Establishing Discussion Groups |
|
|
336 | (1) |
|
Preparing the Sponsors and Management Team |
|
|
336 | (1) |
|
|
|
337 | (2) |
|
|
|
337 | (1) |
|
|
|
338 | (1) |
|
|
|
338 | (1) |
|
|
|
339 | (1) |
|
|
|
340 | (3) |
| References |
|
343 | (8) |
| Index |
|
351 | |
Lisainfo e-raamatute kohta