{"product_id":"innovation-project-management-methods-case-studies-and-tools-for-managing-innovation-projects-hardback-9781119931249","title":"Innovation Project Management; Methods, Case Studies, and Tools for Managing Innovation Projects (Hardback) 9781119931249","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eInnovation Project Management\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eMethods, Case Studies, and Tools for Managing Innovation Projects\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eHarold Kerzner (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9781119931249, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 5 January 2023\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e624 pages\u003cbr\u003e23.6 x 19.3 x 2.8 cm, 1.089 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cb\u003eINNOVATION PROJECT MANAGEMENT\u003c\/b\u003e \u003cp\u003e\u003cb\u003eACTIONABLE TOOLS, PROCESSES, AND METRICS FOR SUCCESSFULLY MANAGING INNOVATION PROJECTS, WITH EXCLUSIVE INSIGHTS FROM WORLD-CLASS ORGANIZATIONS AROUND THE WORLD\u003c\/b\u003e \u003c\/p\u003e\n\u003cp\u003eThe newly revised Second Edition of \u003ci\u003eInnovation Project Management \u003c\/i\u003eoffers students and practicing professionals the tools, processes, and metrics needed to successfully manage innovation projects, providing value-based innovation project management metrics as well as guidance for how to establish a metrics management program. \u003c\/p\u003e\n\u003cp\u003eThe highly qualified author analyzes innovation from all sides; through this approach, \u003ci\u003eInnovation Project Management \u003c\/i\u003ebreaks down traditional project management methods and explains why and how innovation projects should be managed differently. \u003c\/p\u003e\n\u003cp\u003eThe Second Edition includes exclusive insights from world-class organizations such as IBM, Hitachi, Repsol, Philips, Deloitte, IdeaScale, KAUST, and more. It includes six all new case studies, featuring a dive into brand management innovation from Lego. Each case study contains questions for discussion, and instructors have access to an Instructor’s Manual via the book’s companion website. \u003c\/p\u003e\n\u003cp\u003eSpecific ideas discussed in\u003ci\u003e Innovation Project Management\u003c\/i\u003e include:  \u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003eContinuous versus discontinuous innovation, incremental versus radical innovation, understanding innovation differences, and incremental innovation versus new product development\u003c\/li\u003e \u003cli\u003eIdentifying core competencies using SWOT analysis and nondisclosure agreements, secrecy agreements, and confidentiality agreements\u003c\/li\u003e \u003cli\u003eImplications and issues for project managers and innovation personnel, active listening, pitching the innovation, and cognitive biases\u003c\/li\u003e \u003cli\u003eMeasuring intangible assets, customer\/stakeholder impact on value metrics, customer value management programs, and the relationship between project management and value\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eWith its highly detailed and comprehensive coverage of the field, and with case studies from leading companies to show how concepts are applied in real-world situations, \u003ci\u003eInnovation Project Management\u003c\/i\u003e is a must-have title for practicing project managers, as well as students in project management, innovation, and entrepreneurship programs.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003ePreface xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction to Innovation Project Management 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003eDefinitions for Innovation 2\u003c\/p\u003e \u003cp\u003eThe Business Need 4\u003c\/p\u003e \u003cp\u003eInnovation Literature 6\u003c\/p\u003e \u003cp\u003eProject Management Literature 7\u003c\/p\u003e \u003cp\u003eInnovation Benchmarking 8\u003c\/p\u003e \u003cp\u003eValue: The Missing Link 10\u003c\/p\u003e \u003cp\u003eInnovation Targeting 12\u003c\/p\u003e \u003cp\u003eTimeline for Innovation Targeting 13\u003c\/p\u003e \u003cp\u003eInnovation in Small Companies 14\u003c\/p\u003e \u003cp\u003eSeven Critical Dimensions for Scaling Project Management Innovation 14\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 16\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Types of Innovation 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 19\u003c\/p\u003e \u003cp\u003eContinuous Versus Discontinuous Innovation 20\u003c\/p\u003e \u003cp\u003eIncremental Versus Radical Innovation 21\u003c\/p\u003e \u003cp\u003eUnderstanding Innovation Differences 22\u003c\/p\u003e \u003cp\u003eIncremental Innovation Versus New Product Development 23\u003c\/p\u003e \u003cp\u003eProduct Development Innovation Categories 23\u003c\/p\u003e \u003cp\u003eClosed and Open Innovation 25\u003c\/p\u003e \u003cp\u003eCrowdsourcing 27\u003c\/p\u003e \u003cp\u003eCo-Creation Innovation 29\u003c\/p\u003e \u003cp\u003eOpen Innovation in Action: Airbus and Co-creation Partnerships 35\u003c\/p\u003e \u003cp\u003eValue (Or Value-Driven) Innovation 37\u003c\/p\u003e \u003cp\u003eAgile Innovation 38\u003c\/p\u003e \u003cp\u003eAgile Innovation in Action: Deloitte 40\u003c\/p\u003e \u003cp\u003eGovernment Innovation 47\u003c\/p\u003e \u003cp\u003eFinancial Innovation 50\u003c\/p\u003e \u003cp\u003eHealthcare Innovation 51\u003c\/p\u003e \u003cp\u003eBrand Innovation 53\u003c\/p\u003e \u003cp\u003eSustainable Innovation 53\u003c\/p\u003e \u003cp\u003eHumanitarian\/Social Innovation 54\u003c\/p\u003e \u003cp\u003eSocial Innovation in Action: Hitachi 55\u003c\/p\u003e \u003cp\u003eeducational Innovation 57\u003c\/p\u003e \u003cp\u003eManufacturing Innovation 58\u003c\/p\u003e \u003cp\u003eA Case Study 60\u003c\/p\u003e \u003cp\u003eNontechnical Innovation in Action 60\u003c\/p\u003e \u003cp\u003eOther Categories of Innovation 62\u003c\/p\u003e \u003cp\u003eRole of the Board of Directors 66\u003c\/p\u003e \u003cp\u003eFinding an Innovation Project Sponsor 66\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 67\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Innovation and Strategic Planning 69\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 69\u003c\/p\u003e \u003cp\u003eRole of the Innovation Project Manager in Strategic Planning 70\u003c\/p\u003e \u003cp\u003eRole of the Portfolio PMO 70\u003c\/p\u003e \u003cp\u003eBusiness Impact Analysis 71\u003c\/p\u003e \u003cp\u003eInnovation Maturity Models 71\u003c\/p\u003e \u003cp\u003eTypes of Strategies 73\u003c\/p\u003e \u003cp\u003eRole of Innovation in Strategic Planning 74\u003c\/p\u003e \u003cp\u003eRole of Marketing in Strategic Innovation Planning 75\u003c\/p\u003e \u003cp\u003eProduct Portfolio Analysis 76\u003c\/p\u003e \u003cp\u003eIdentifying Core Competencies Using SWOT Analysis 82\u003c\/p\u003e \u003cp\u003eInnovation Project Management Competency Models in Action: eli Lilly 84\u003c\/p\u003e \u003cp\u003eMarketing’s Involvement with Innovation Project Managers 95\u003c\/p\u003e \u003cp\u003eProduct Life Cycles 97\u003c\/p\u003e \u003cp\u003eClassification of R\u0026amp;D Projects 97\u003c\/p\u003e \u003cp\u003eResearch Versus Development 98\u003c\/p\u003e \u003cp\u003eThe Research and Development Ratio 99\u003c\/p\u003e \u003cp\u003eOffensive Versus Defensive Innovation 100\u003c\/p\u003e \u003cp\u003eModeling the R\u0026amp;D Planning Function 101\u003c\/p\u003e \u003cp\u003ePriority Setting 105\u003c\/p\u003e \u003cp\u003eContract R\u0026amp;D 107\u003c\/p\u003e \u003cp\u003eNondisclosure Agreements, Secrecy Agreements, and Confidentiality Agreements 108\u003c\/p\u003e \u003cp\u003eGovernment Influence 108\u003c\/p\u003e \u003cp\u003eSources for Innovation Technology 109\u003c\/p\u003e \u003cp\u003eSources of Ideas 110\u003c\/p\u003e \u003cp\u003eThe Project Manager’s Role in Developing Innovation Skills and Ideas in People 112\u003c\/p\u003e \u003cp\u003eestablishing a Project Selection Criteria 114\u003c\/p\u003e \u003cp\u003eProject Selection Issues 115\u003c\/p\u003e \u003cp\u003eeconomic evaluation of Projects 116\u003c\/p\u003e \u003cp\u003eRole of the Project Manager in Project Selection 119\u003c\/p\u003e \u003cp\u003eProject Selection and Politics 124\u003c\/p\u003e \u003cp\u003eProject Readjustments 126\u003c\/p\u003e \u003cp\u003eProject Termination 127\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 127\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Innovation Tools and Processes 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 129\u003c\/p\u003e \u003cp\u003eNew Product Development 130\u003c\/p\u003e \u003cp\u003eThe Fuzzy Front end 131\u003c\/p\u003e \u003cp\u003ePrioritizing Product Features 133\u003c\/p\u003e \u003cp\u003eLine of Sight 134\u003c\/p\u003e \u003cp\u003eMisalignment Issues 135\u003c\/p\u003e \u003cp\u003eRisk Management 137\u003c\/p\u003e \u003cp\u003eThe Innovation Culture 140\u003c\/p\u003e \u003cp\u003eInnovation Functional Units 145\u003c\/p\u003e \u003cp\u003eInnovative Cultures and Corporate Leadership 145\u003c\/p\u003e \u003cp\u003eIdea Generation 146\u003c\/p\u003e \u003cp\u003eSpinoff Innovations 147\u003c\/p\u003e \u003cp\u003eUnderstanding Reward Systems 148\u003c\/p\u003e \u003cp\u003eInnovation Leadership in Action: Medtronic 149\u003c\/p\u003e \u003cp\u003eIPM Skills Needed 152\u003c\/p\u003e \u003cp\u003eDesign Thinking 155\u003c\/p\u003e \u003cp\u003eBrainstorming 157\u003c\/p\u003e \u003cp\u003eWhiteboarding 163\u003c\/p\u003e \u003cp\u003eMind Maps 163\u003c\/p\u003e \u003cp\u003eActive Listening 165\u003c\/p\u003e \u003cp\u003ePitching the Innovation 167\u003c\/p\u003e \u003cp\u003eCognitive Biases 167\u003c\/p\u003e \u003cp\u003ePrototypes 168\u003c\/p\u003e \u003cp\u003eCreativity and Innovation Fears 170\u003c\/p\u003e \u003cp\u003eInnovation Governance 170\u003c\/p\u003e \u003cp\u003eCorporate Innovation Governance Risks 171\u003c\/p\u003e \u003cp\u003eTransformational Governance 174\u003c\/p\u003e \u003cp\u003eBalanced Scorecard 175\u003c\/p\u003e \u003cp\u003eStrategy Maps 176\u003c\/p\u003e \u003cp\u003eInnovation Portfolio Management 177\u003c\/p\u003e \u003cp\u003eInnovation Sponsorship 179\u003c\/p\u003e \u003cp\u003eThe Innovation Team 180\u003c\/p\u003e \u003cp\u003eVirtual Versus Co-Located Innovation Teams 181\u003c\/p\u003e \u003cp\u003eArtificial Intelligence and IPM 182\u003c\/p\u003e \u003cp\u003eThe Need for PM 2.0 and PM 3.0 184\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 187\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 From Traditional to Innovation Project Management Thinking 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 191\u003c\/p\u003e \u003cp\u003eInformation Warehouses 193\u003c\/p\u003e \u003cp\u003eInnovation Planning Overview 197\u003c\/p\u003e \u003cp\u003eInnovation Methodologies 200\u003c\/p\u003e \u003cp\u003eMethodology Gates 202\u003c\/p\u003e \u003cp\u003eInnovation Assumptions 202\u003c\/p\u003e \u003cp\u003eValidating the Objectives 204\u003c\/p\u003e \u003cp\u003eDiffering Views of the Project 206\u003c\/p\u003e \u003cp\u003eLife-Cycle Phases 206\u003c\/p\u003e \u003cp\u003eLife-Cycle Costing 210\u003c\/p\u003e \u003cp\u003eWork Breakdown Structure 211\u003c\/p\u003e \u003cp\u003eBudgeting 212\u003c\/p\u003e \u003cp\u003eScheduling 212\u003c\/p\u003e \u003cp\u003eScope Change Control 213\u003c\/p\u003e \u003cp\u003eTechnology Readiness Levels 214\u003c\/p\u003e \u003cp\u003eLean Project Management: Kanban 216\u003c\/p\u003e \u003cp\u003eCommunication 217\u003c\/p\u003e \u003cp\u003eenabling Innovation Success in Solution Design and Delivery in Healthcare Business 218\u003c\/p\u003e \u003cp\u003eInnovation in Action: Dubai Customs and the Accelerated exploratory Lab 229\u003c\/p\u003e \u003cp\u003eInnovation in Action: Merck KGaA, Darmstadt, Germany 234\u003c\/p\u003e \u003cp\u003eInnovation in Action: Repsol 237\u003c\/p\u003e \u003cp\u003eStaffing Innovation Projects 241\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 243\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Innovation Management Software 245\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 245\u003c\/p\u003e \u003cp\u003eOrigin and Benefits of Innovation Software 246\u003c\/p\u003e \u003cp\u003eSoftware Innovation in Action: IdeaScale 248\u003c\/p\u003e \u003cp\u003eSoftware Innovation in Action: Hype Innovation 251\u003c\/p\u003e \u003cp\u003eSoftware and Open Innovation 260\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 261\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Value-based Innovation Project Management Metrics 263\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 263\u003c\/p\u003e \u003cp\u003eValue Over the Years 265\u003c\/p\u003e \u003cp\u003eValue and Leadership 266\u003c\/p\u003e \u003cp\u003eCombining Benefits and Value 268\u003c\/p\u003e \u003cp\u003eRecognizing the Need for Value Metrics 269\u003c\/p\u003e \u003cp\u003eThe Need for effective Measurement Techniques 271\u003c\/p\u003e \u003cp\u003eMeasuring Intangible Assets 276\u003c\/p\u003e \u003cp\u003eCustomer \/ Stakeholder Impact on Value Metrics 278\u003c\/p\u003e \u003cp\u003eCustomer Value Management Programs 279\u003c\/p\u003e \u003cp\u003eThe Relationship between Project Management and Value 282\u003c\/p\u003e \u003cp\u003eCreating an Innovation Project Management Baseline 284\u003c\/p\u003e \u003cp\u003eSelecting the Right Metrics 286\u003c\/p\u003e \u003cp\u003eThe Failure of Traditional Metrics and KPIs 288\u003c\/p\u003e \u003cp\u003eThe Need for Value Metrics 288\u003c\/p\u003e \u003cp\u003eCreating Value Metrics 289\u003c\/p\u003e \u003cp\u003eIndustry examples of Innovation Value Metrics 295\u003c\/p\u003e \u003cp\u003eAlignment to Strategic Business Objectives 296\u003c\/p\u003e \u003cp\u003eMetrics for Innovation Governance 298\u003c\/p\u003e \u003cp\u003eInnovation Metrics in Action: InnovationLabs 299\u003c\/p\u003e \u003cp\u003eThe Dark Side of Innovation Metrics 309\u003c\/p\u003e \u003cp\u003eestablishing a Metrics Management Program 310\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 312\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Business Models 315\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 315\u003c\/p\u003e \u003cp\u003eFrom Project Manager to Designer 317\u003c\/p\u003e \u003cp\u003eBusiness Models and Value 318\u003c\/p\u003e \u003cp\u003eBusiness Model Characteristics 318\u003c\/p\u003e \u003cp\u003eStrategic Partnerships 319\u003c\/p\u003e \u003cp\u003eBusiness Intelligence 319\u003c\/p\u003e \u003cp\u003eSkills for the Business Model Innovator 320\u003c\/p\u003e \u003cp\u003eBusiness Model enhancements 322\u003c\/p\u003e \u003cp\u003eTypes of Business Models 324\u003c\/p\u003e \u003cp\u003eBusiness Models and Strategic Alliances 326\u003c\/p\u003e \u003cp\u003eIdentifying Business Model Threats 327\u003c\/p\u003e \u003cp\u003eBusiness Model Failure 328\u003c\/p\u003e \u003cp\u003eBusiness Models and Lawsuits 328\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 330\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Disruptive Innovation 333\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 333\u003c\/p\u003e \u003cp\u003eearly Understanding of Disruption 334\u003c\/p\u003e \u003cp\u003eInnovation and the Business Model Disruption 335\u003c\/p\u003e \u003cp\u003eCategories of Disruptive Innovations 337\u003c\/p\u003e \u003cp\u003eThe Dark Side of Disruptive Innovation 338\u003c\/p\u003e \u003cp\u003eUsing Integrated Product\/Project Teams 339\u003c\/p\u003e \u003cp\u003eDisruptive Innovation in Action 341\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 342\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Innovation Roadblocks 345\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 345\u003c\/p\u003e \u003cp\u003eThe Failure of Success 346\u003c\/p\u003e \u003cp\u003eOne Size Fits All 346\u003c\/p\u003e \u003cp\u003eInsufficient Line of Sight 346\u003c\/p\u003e \u003cp\u003eFailing to Search for Ideas 347\u003c\/p\u003e \u003cp\u003eSense of Urgency 347\u003c\/p\u003e \u003cp\u003eWorking with Prima Donnas 347\u003c\/p\u003e \u003cp\u003eLack of Collaboration 348\u003c\/p\u003e \u003cp\u003ePolitics 348\u003c\/p\u003e \u003cp\u003eProject Workloads 348\u003c\/p\u003e \u003cp\u003eIntellectual Property Rights 348\u003c\/p\u003e \u003cp\u003eNot Understanding the Relationship between Creativity and Innovation 349\u003c\/p\u003e \u003cp\u003eToo Many Assumptions 350\u003c\/p\u003e \u003cp\u003eInnovation Funding 350\u003c\/p\u003e \u003cp\u003eCash Flow and Financial Uncertainty 350\u003c\/p\u003e \u003cp\u003eControl, Control, and Control 350\u003c\/p\u003e \u003cp\u003eAnalysis–Paralysis 351\u003c\/p\u003e \u003cp\u003eInnovation in Action: Naviair 351\u003c\/p\u003e \u003cp\u003eInnovation in Action: Overcoming the Roadblocks 363\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Defining Innovation Success and Failure 367\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 367\u003c\/p\u003e \u003cp\u003eThe Business Side of Traditional Project Success 368\u003c\/p\u003e \u003cp\u003eDefining Project Success: The early Years 370\u003c\/p\u003e \u003cp\u003eRedefining Project Success: Approaching the Twenty-First Century 371\u003c\/p\u003e \u003cp\u003eDegrees of Success and Failure 372\u003c\/p\u003e \u003cp\u003eDefining Success at the Beginning of the Project 374\u003c\/p\u003e \u003cp\u003eThe Role of Marketing in Defining Innovation Success 374\u003c\/p\u003e \u003cp\u003eThe Business Side of Innovation Success 377\u003c\/p\u003e \u003cp\u003ePrioritization of the Success Factors 379\u003c\/p\u003e \u003cp\u003eInnovation Project Success and Core Competencies 380\u003c\/p\u003e \u003cp\u003eInnovation Project Success and Business Models 381\u003c\/p\u003e \u003cp\u003eCauses of Innovation Project Failure 381\u003c\/p\u003e \u003cp\u003eIdentifying the Success and Failure Criteria 384\u003c\/p\u003e \u003cp\u003ePost-Failure Success Analysis 385\u003c\/p\u003e \u003cp\u003eSensemaking 386\u003c\/p\u003e \u003cp\u003eThe Need for New Metrics 387\u003c\/p\u003e \u003cp\u003eLearning from Failure 387\u003c\/p\u003e \u003cp\u003eThe Failure of Success 388\u003c\/p\u003e \u003cp\u003eConclusion 390\u003c\/p\u003e \u003cp\u003eImplications and Issues for Project Managers and Innovation Personnel 390\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Innovation in Action 393\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 393\u003c\/p\u003e \u003cp\u003eInnovation in Action: Apple 393\u003c\/p\u003e \u003cp\u003eInnovation in Action: Facebook 395\u003c\/p\u003e \u003cp\u003eInnovation in Action: IBM 396\u003c\/p\u003e \u003cp\u003eInnovation in Action: Texas Instruments 399\u003c\/p\u003e \u003cp\u003eInnovation in Action: 3M 401\u003c\/p\u003e \u003cp\u003eInnovation in Action: Motorola 403\u003c\/p\u003e \u003cp\u003eInnovation Project Management: The Case of KAUST Smart 404\u003c\/p\u003e \u003cp\u003eKey Characteristic of KAUST Smart Projects (What makes KAUST Smart Projects Unique) 405\u003c\/p\u003e \u003cp\u003eRecent and Ongoing Project examples 408\u003c\/p\u003e \u003cp\u003eInnovation in Action: Samsung 410\u003c\/p\u003e \u003cp\u003eAgile Innovation in Action: Integrated Computer Solutions, Inc 411\u003c\/p\u003e \u003cp\u003eInnovation in Action: COMAU 418\u003c\/p\u003e \u003cp\u003eInnovation in Action: Tokio Marine and Nichido Systems 425\u003c\/p\u003e \u003cp\u003eInnovation in Action: GeA 427\u003c\/p\u003e \u003cp\u003eInnovation Management at GeA – The Strategic Parts 432\u003c\/p\u003e \u003cp\u003eInnovation in Action: Wärtsilä energy Solutions 435\u003c\/p\u003e \u003cp\u003eCritical Issues 437\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Case Studies 439\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDisney (A): Innovation Project Management Skills at Disney 439\u003c\/p\u003e \u003cp\u003eDisney (B): Creating Innovation: Disney’s Haunted Mansion 449\u003c\/p\u003e \u003cp\u003eDisney (C): Impact Of Culture On Global Innovation Opportunities 464\u003c\/p\u003e \u003cp\u003eDisney (D): The Partnership Side Of Global Business Model Innovation 482\u003c\/p\u003e \u003cp\u003eCase Study: Boeing 787 Dreamliner: Managing Innovation Risks with a New Business Model 494\u003c\/p\u003e \u003cp\u003eCase Study: The Sydney Australia Opera House 501\u003c\/p\u003e \u003cp\u003eCase Study: Ampore Faucet Company: Managing Different Views on Innovation 508\u003c\/p\u003e \u003cp\u003eCase Study: The Innovation Sponsors 510\u003c\/p\u003e \u003cp\u003eCase Study: The Rise, Fall, and Resurrection of Iridium: When an Innovation Business Model Fails 512\u003c\/p\u003e \u003cp\u003eCase Study: Zane Corporation: Selecting an Innovation Framework 540\u003c\/p\u003e \u003cp\u003eCase Study: Redstone Inc.: Understanding Innovation Cultures 544\u003c\/p\u003e \u003cp\u003eCase Study: The Government Think Tank: The Failure of Crowdsourcing 546\u003c\/p\u003e \u003cp\u003eCase Study: Lego: Brand Management Innovation 548\u003c\/p\u003e \u003cp\u003eIndex 565\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" 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