Innovation and Imagination at Work 2004

Chapter 2: Rewire Your Head: Learning To Navigate The Future

An Isolator

A Stagnator

A Navigator

Figure 2.1: Strategic speed: determining the right speed for a strategys execution is critical

Figure 2.2: Eight skills for twenty-first century leaders

Figure 2.3: Future space in a foresightful world

Chapter 3: Nurturing Imagination: Fostering Creativity In Your Organisation

Figure 3.1: The isolation of the two most important independent driving forces of ˜ individualism and ˜intervention produce four extreme quadrants that provide the limits to our scenarios. For instance, the top left scenario would be defined by a strong free-market environment coupled with a community that is focused on individual achievement and satisfaction. The bottom right scenario combines a highly regulatory government policy regime with a strong sense of advancing the community at the expense of individual freedoms.

Chapter 4: Generating Innovative Ideas: Building A Front-End Ideas System

Figure 4.1: A front-end idea system

Figure 4.2: The idea producer and receiver interaction

Figure 4.3: The different idea levels

Chapter 5: Surviving In The Corporate Jungle:

Strategies For Becoming An Innovative Organisation

Figure 5.1: Innovation levels among a large population of enterprises

Figure 5.2: Staff contribution to innovation in a normal enterprise

Figure 5.3: Staff contribution to innovation in a low innovation enterprise

Figure 5.4: Staff contribution to innovation in a highly innovative enterprise

Figure 5.5: Representations of how strategic, tactical and operational levels of innovation combine to optimise an enterprises competitive position

Chapter 6: Developing Innovation: A Practical Approach For Medium-Sized Businesses

Figure 6.1: An innovating enterprise aligns the business with the customer

Figure 6.2: The innovating thrust

Figure 6.3: Patterns of the innovating thrust