HomeResearch & Knowledgeback to HomeCorporate Governanceback to Research & KnowledgeInnovation Governanceback to Corporate Governance

Book

Innovation Governance

How top management organizes and mobilizes for innovation

By Jean-Philippe Deschamps and Beebe Nelson

361 pages

Hardcover

Overview

Keep reading

Overview

Keep reading

Innovation governance is a hot topic in the business world. In a fast-paced business environment, the ability of corporate leaders to build purpose, direction, and focus for innovation is more important than ever.

In this book, the authors provide a framework for encouraging and focusing innovation by explaining what innovation governance is, the various models for governance and their advantages and disadvantages, how to assess and improve governance practices, and behavioral tactics for maximizing the effectiveness of governance.

It offers guidance for everyone from the boardroom through senior management, illustrating effective governance models with real case studies from a range of companies in the United States and Europe.

Addresses an important yet underappreciated skill for CEOs, board members, and top management.
Features real-world examples and case studies from a variety of business from around the world.
Written by an author team with hands-on experience in the subjects of innovation management, organizational learning, innovation leadership, organizational behavior, and individual leadership and teamwork.

Innovation governance is a sadly neglected topic in many organizations. This book offers vital guidance and real-world experience for building innovation into any business from the top down.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Hardcover

eBook

You can also buy the book on Barnes & Nobles, Book Depository, Orell Füssli and Routledge.

Publisher

Jossey-Bass

ISBN

9781118588642

Keep reading

Article

You are not your role: how to lead without losing yourself

Taking up a new leadership post can mean a dramatic shift in the way others see you – and how you define yourself. It is vital to learn how to separate your true self from the demands and expectations of the role.

Leadership Marketing Organizational Culture Purpose Stakeholder Management

By Judy Kent and Alyson Meister

in I by IMD

Article

Soft skills for hard targets: Why leaders need IDGs to reach the SDGs

Progress towards achieving the UN Sustainable Development Goals has been slow. Leaders need Inner Development Goals to become true sustainability champions.

Sustainability Leadership

By David Bach, Natalia Olynec and Heather Cairns-Lee

in I by IMD Brain Circuits

27 January 2025

Article

5 ways to kick bad habits

Just as individuals can reap big benefits from kicking bad habits, businesses must consider scrapping old habits, processes, and ways of thinking to reinvent themselves and stay relevant. Here are five "LIFTS" to help leaders do it.

Agility Leadership

By Faisal Hoque

in I by IMD Brain Circuits

24 January 2025

Article

Women must play leading role in era of ‘fair AI for all’

The ability of women to empathize and act ethically and responsibly makes them ideally placed to lead us into a future where AI benefits all society, not just the wealthy.

Leadership Artificial Intelligence Business Ethics Diversity and Equity and Inclusion

By Rupa Dash

in I by IMD

16 January 2025

Case Study

The five types of negotiators: Understanding diverse negotiator styles

Negotiation Coaching Communication General Management Leadership Value Creation

By Michael D. Watkins

Case Study

Sheng Siong Supermarket in Singapore: A unique values-based advantage?

Family Business Customer Centricity Leadership

By Marleen Dieleman, Yunfei Feng and Yu Jing Gan

Case Study

SURFing the TSUNAMI: A framework for assessing and adapting in turbulent times

Future Readiness Agility Business Transformation Leadership

By Michael D. Watkins

Case Study

GreenGro (B): SURFing the TSUNAMI

Future Readiness Agility Business Transformation Leadership

By Michael D. Watkins

You are not your role: how to lead without losing yourself

By Judy Kent and Alyson Meister
in I by IMD

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Marketing

Organizational Culture

Purpose

Stakeholder Management

Browse all topics

Soft skills for hard targets: Why leaders need IDGs to reach the SDGs

By David Bach Natalia Olynec and Heather Cairns-Lee
in I by IMD Brain Circuits 27 January 2025

Summary

Progress towards achieving the UN Sustainable Development Goals has been slow. Leaders need Inner Development Goals to become true sustainability champions.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

AllSaints: Balancing the heart and head for sustainable results

By Susan Goldsworthy and Nancy Lane
Case reference: IMD-7-2463 ©2024

Summary

While retail company AllSaints had delivered a great performance in 2022 – with revenues of £470 million – it faced multiple challenges. First, keeping stores open was a fundamental strategy for the company to connect to customers and deliver a better employer proposition, but foot traffic had not returned to pre-pandemic levels and stores were not profitable. Second, the customer service department had experienced increased calls due to the digital channel and had requested more staff. However, it experienced a high turnover. Finally, the management team had agreed in mid-2021 to transition the customer service role away from the central team and toward stores but nothing had happened yet, resulting in a heavy customer workload on Black Friday. The case explores how AllSaints CEO Pete Wood examined and worked to resolve these issues.

Reference IMD-7-2463

Organization AllSaints

Industry Consumer Services, Retail

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Browse all topics

Women must play leading role in era of ‘fair AI for all’

By Rupa Dash
in I by IMD 16 January 2025

Summary

The ability of women to empathize and act ethically and responsibly makes them ideally placed to lead us into a future where AI benefits all society, not just the wealthy.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Artificial Intelligence

Business Ethics

Diversity and Equity and Inclusion

Browse all topics

The five types of negotiators: Understanding diverse negotiator styles

By Michael D. Watkins
Case reference: IMD-7-2596 ©2024

Summary

This note, designed for use in sessions and programs on negotiation, explores five distinct negotiator types: competitor, collaborator, strategist, innovator and problem solver. Each type has unique characteristics, strengths and weaknesses that come into play in negotiation scenarios. The competitor is assertive and results-focused, excelling in crises but potentially struggling with long-term relationships. The collaborator seeks win-win outcomes and thrives in complex negotiations. The strategist is analytical and methodical, focusing on long-term outcomes. The innovator is adaptable and creative, finding unique solutions in dynamic environments. The problem solver is practical and efficient, focusing on workable solutions. The note provides detailed profiles of each type, including their approach, assumptions, strengths and weaknesses, and it also makes recommendations for improvement. It offers guidance on identifying these types and suggests strategies for effectively negotiating with each one. A comparative analysis explores how the types differ in primary focus, approach to conflict, and risk tolerance. The framework builds upon previous negotiation models while offering a more comprehensive and actionable categorization. It also discusses cultural considerations in negotiation styles and includes a self-assessment tool to help readers identify their own negotiation style.

Reference IMD-7-2596

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Negotiation

Coaching

Communication

General Management

Leadership

Value Creation

Browse all topics

Sheng Siong Supermarket in Singapore: A unique values-based advantage?

By Marleen Dieleman Yunfei Feng and Yu Jing Gan
Case reference: IMD-7-2589 ©2025

Summary

Founded by Lim Hock Chee in 1985, Sheng Siong has evolved from a humble grocery store into a leading supermarket chain in Singapore, renowned for its cost-effective pricing and commitment to customer satisfaction. Mr Lim’s unique philosophy, which emphasizes self-cultivation, perseverance and positivity, has been instrumental in shaping Sheng Siong’s culture and driving its success. Under his guidance, Sheng Siong has grown to over 74 stores, expanded into China and embraced digital innovation while staying true to its heartland roots. However, with evolving consumer behavior and increasing competition from online platforms, Sheng Siong faces new challenges. Can Mr Lim’s philosophy continue to inspire innovation and guide Sheng Siong toward sustained growth and success in the future?

Reference IMD-7-2589

Organization Sheng Siong Group

Industry Consumer Services, Retail

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Family Business

Customer Centricity

Leadership

Browse all topics

SURFing the TSUNAMI: A framework for assessing and adapting in turbulent times

By Michael D. Watkins
Case reference: IMD-7-2629 ©2024

Summary

This technical note introduces two powerful frameworks for navigating complex, rapidly changing business environments: TSUNAMI and SURF. The TSUNAMI framework provides a comprehensive tool for assessing external challenges across seven dimensions: technological disruption, socio-economic shifts, upheaval potential, network vulnerability, accelerating climate impacts, market transformation, and impact intensity. The SURF framework complements this by focusing on developing adaptive organizational capabilities: strategic thinking, unified ecosystem leadership, resilient organization and flexible tenacity. The note offers detailed explanations of each framework, practical assessment tools and guidance on their application. It serves as a standalone resource for leaders and organizations seeking to enhance their ability to thrive in turbulent times. Additionally, it provides the theoretical foundation for the GreenGro case series (A) and (B) (IMD-7-2627 and IMD-7-2628), which illustrates the practical application of these frameworks in a real-world scenario. Whether used independently or in conjunction with the GreenGro cases, this technical note equips readers with valuable tools for systematic analysis of complex business environments and development of adaptive organizational capabilities. It is designed to be relevant across various industries and applicable to different levels of management education, from advanced undergraduates to executive education participants.

Reference IMD-7-2629

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Future Readiness

Agility

Business Transformation

Leadership

Browse all topics