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Innovative intelligence [[electronic resource] ] : the art and practice of leading sustainable innovation in your organization / / David S. Weiss and Claude Legrand
| Innovative intelligence [[electronic resource] ] : the art and practice of leading sustainable innovation in your organization / / David S. Weiss and Claude Legrand |
| Autore | Weiss David S (David Solomon), <1953-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Mississauga, Ont., : J. Wiley & Sons Canada, c2011 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
658.4/063
658.4063 |
| Altri autori (Persone) | LegrandClaude P |
| Soggetto topico |
Creative ability in business
Organizational change |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-280-58846-2
9786613618290 0-470-96407-3 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Innovative Intelligence; Table of Contents; ACKNOWLEDGMENTS; PREFACE; A Description of the Book Innovative Intelligence; Who Should Read This Book; How to Read This Book; PART ONE: CLOSING THE INNOVATION GAP; CHAPTER ONE: THE INNOVATION GAP; The Innovation Challenge; What Is Innovation?; Innovative Thinking Makes Innovation Happen; The Evidence Is in-We Are Underachieving; Try It Another Way; Conclusion; CHAPTER TWO: LEADING THROUGH COMPLEXITY; Why Complex Issues Are So Challenging; Complicated vs. Complex Issues; Common Mistakes; Conclusion; CHAPTER THREE: ACCESSING INNOVATIVE INTELLIGENCE
Intelligence: Who Knows?Leaders Require Three Intelligences; Leaders Need to Think About Thinking; Conclusion; CHAPTER FOUR: ECLIPSE OF INNOVATIVE INTELLIGENCE; Eclipse #1: The School System Made Me Do It; Eclipse #2: The Analytical Intelligence Paradox; Eclipse #3: Impact of High Negative Stress; Conclusion; PART TWO: INNOVATIVE THINKING; CHAPTER FIVE: INNOVATIVE THINKING: AN OVERVIEW; Characteristics of an Effective Innovative Thinking Model; Key Success Factors for Innovative Thinking; Conclusion; CHAPTER SIX: STEP 1: FRAMEWORK; Understanding Framework; The Context The "How To . . .?" Question The Boundaries; The Type of Solution; The Owner or Decision Maker; The Project Charter; Leveraging the Three Intelligences in the Framework Step; The Leader's Roles in Step 1: Framework; Conclusion; CHAPTER SEVEN: STEP 2: ISSUE REDEFINITION; The Five Areas of Focus in Issue Redefinition; Leveraging the Three Intelligences in the Issue Redefinition Step; The Leader's Roles in Step 2: Issue Redefinition; Conclusion; CHAPTER EIGHT: STEP 3: IDEA GENERATION; Idea Generation Is a Rigorous Process; Stage 1: Prepare Thoroughly; Stage 2: Introduce the Process Stage 3: Generate Many Ideas through Divergence Stage 4: Discover Meaningful Solutions through Convergence; Working Alone on Idea Generation; Leveraging the Three Intelligences in the Idea Generation Step; The Leader's Role in Step 3: Idea Generation; Conclusion; CHAPTER NINE: STEP 4: IMPLEMENTATION PLANNING; Stage 1: Confirm the Preferred Idea; Stage 2: Engage in Risk Analysis and Develop Mitigating Strategies; Stage 3: Present the Innovative Solution for Approval; Stage 4: Ensure an Effective Handoff to the Team that Focuses on Change Implementation Leveraging the Three Intelligences in the Implementation Planning Step The Leader's Role in Step 4: Implementation Planning; Conclusion; PART THREE: MAKING INNOVATION HAPPEN; CHAPTER TEN: MAKING INNOVATION HAPPEN: AN OVERVIEW; Four Essential Organizational Enablers to Make Innovation Happen; Sustaining Innovation; Conclusion; CHAPTER ELEVEN: LEADING INNOVATION; Leading Self; Leading Innovation Teams; Leading Intact Work Units; Leading Enterprises for Innovation; Conclusion; CHAPTER TWELVE: CULTURE OF INNOVATION; What Is Culture?; How a Culture Can Suppress Innovation What Is a Culture of Innovation? |
| Record Nr. | UNINA-9910464828603321 |
Weiss David S (David Solomon), <1953->
|
||
| Mississauga, Ont., : J. Wiley & Sons Canada, c2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Innovative intelligence [[electronic resource] ] : the art and practice of leading sustainable innovation in your organization / / David S. Weiss and Claude Legrand
| Innovative intelligence [[electronic resource] ] : the art and practice of leading sustainable innovation in your organization / / David S. Weiss and Claude Legrand |
| Autore | Weiss David S (David Solomon), <1953-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Mississauga, Ont., : J. Wiley & Sons Canada, c2011 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
658.4/063
658.4063 |
| Altri autori (Persone) | LegrandClaude P |
| Collana | New York Academy of Sciences |
| Soggetto topico |
Creative ability in business
Organizational change |
| ISBN |
0-470-96408-1
1-280-58846-2 9786613618290 0-470-96407-3 |
| Classificazione | 336.17 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Innovative Intelligence; Table of Contents; ACKNOWLEDGMENTS; PREFACE; A Description of the Book Innovative Intelligence; Who Should Read This Book; How to Read This Book; PART ONE: CLOSING THE INNOVATION GAP; CHAPTER ONE: THE INNOVATION GAP; The Innovation Challenge; What Is Innovation?; Innovative Thinking Makes Innovation Happen; The Evidence Is in-We Are Underachieving; Try It Another Way; Conclusion; CHAPTER TWO: LEADING THROUGH COMPLEXITY; Why Complex Issues Are So Challenging; Complicated vs. Complex Issues; Common Mistakes; Conclusion; CHAPTER THREE: ACCESSING INNOVATIVE INTELLIGENCE
Intelligence: Who Knows?Leaders Require Three Intelligences; Leaders Need to Think About Thinking; Conclusion; CHAPTER FOUR: ECLIPSE OF INNOVATIVE INTELLIGENCE; Eclipse #1: The School System Made Me Do It; Eclipse #2: The Analytical Intelligence Paradox; Eclipse #3: Impact of High Negative Stress; Conclusion; PART TWO: INNOVATIVE THINKING; CHAPTER FIVE: INNOVATIVE THINKING: AN OVERVIEW; Characteristics of an Effective Innovative Thinking Model; Key Success Factors for Innovative Thinking; Conclusion; CHAPTER SIX: STEP 1: FRAMEWORK; Understanding Framework; The Context The "How To . . .?" Question The Boundaries; The Type of Solution; The Owner or Decision Maker; The Project Charter; Leveraging the Three Intelligences in the Framework Step; The Leader's Roles in Step 1: Framework; Conclusion; CHAPTER SEVEN: STEP 2: ISSUE REDEFINITION; The Five Areas of Focus in Issue Redefinition; Leveraging the Three Intelligences in the Issue Redefinition Step; The Leader's Roles in Step 2: Issue Redefinition; Conclusion; CHAPTER EIGHT: STEP 3: IDEA GENERATION; Idea Generation Is a Rigorous Process; Stage 1: Prepare Thoroughly; Stage 2: Introduce the Process Stage 3: Generate Many Ideas through Divergence Stage 4: Discover Meaningful Solutions through Convergence; Working Alone on Idea Generation; Leveraging the Three Intelligences in the Idea Generation Step; The Leader's Role in Step 3: Idea Generation; Conclusion; CHAPTER NINE: STEP 4: IMPLEMENTATION PLANNING; Stage 1: Confirm the Preferred Idea; Stage 2: Engage in Risk Analysis and Develop Mitigating Strategies; Stage 3: Present the Innovative Solution for Approval; Stage 4: Ensure an Effective Handoff to the Team that Focuses on Change Implementation Leveraging the Three Intelligences in the Implementation Planning Step The Leader's Role in Step 4: Implementation Planning; Conclusion; PART THREE: MAKING INNOVATION HAPPEN; CHAPTER TEN: MAKING INNOVATION HAPPEN: AN OVERVIEW; Four Essential Organizational Enablers to Make Innovation Happen; Sustaining Innovation; Conclusion; CHAPTER ELEVEN: LEADING INNOVATION; Leading Self; Leading Innovation Teams; Leading Intact Work Units; Leading Enterprises for Innovation; Conclusion; CHAPTER TWELVE: CULTURE OF INNOVATION; What Is Culture?; How a Culture Can Suppress Innovation What Is a Culture of Innovation? |
| Record Nr. | UNINA-9910789062903321 |
|
Weiss David S (David Solomon), <1953->
|
||
| Mississauga, Ont., : J. Wiley & Sons Canada, c2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The leadership gap [[electronic resource] ] : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro
| The leadership gap [[electronic resource] ] : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro |
| Autore | Weiss David S (David Solomon), <1953-> |
| Pubbl/distr/stampa | Mississauga, ON, : John Wiley & Sons Canada, c2005 |
| Descrizione fisica | 1 online resource (356 p.) |
| Disciplina | 658.4/092 |
| Altri autori (Persone) | MolinaroVince <1962-> |
| Soggetto topico | Leadership |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-283-20324-3
9786613203243 0-470-15876-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Preface; THE PURPOSE OF THE BOOK; A DESCRIPTION OF THE BOOK; WHO WILL BENEFIT FROM THIS BOOK; HOW TO READ THIS BOOK; Acknowledgements; Part One: THE BUSINESS IMPERATIVE; Chapter One: Mission Critical; LEADERSHIP CAPACITY AND THE LEADERSHIP GAP; THE CHANGING BUSINESS ENVIRONMENT NECESSITATES NEW WAYS OF THINKING; THE LEADERSHIP GAP IS MISSION CRITICAL; CURRENT SOLUTIONS ARE NOT BRIDGING THE GAP; THE FOUR ASPECTS OF THE LEADERSHIP GAP; Chapter Two: Bridging the Leadership Gap; BRIDGING THE LEADERSHIP GAP; Part Two: THE LEADER'S RESPONSE; Chapter Three: Holistic Leadership: An Overview
UNDERSTANDING HOLISTIC LEADERSHIP FUNCTIONAL LEADERSHIP; AN EXAMPLE OF DYSFUNCTIONAL EXECUTIVE LEADERSHIP AND ITS IMPLICATIONS; THE NEED FOR HOLISTIC LEADERSHIP; Chapter Four: Customer Leadership; THE CHANGING CUSTOMER DYNAMICS; IMPLICATIONS OF CUSTOMER DYNAMICS; THE PUBLIC AND PRIVATE SECTOR CUSTOMER; FIVE EXPECTATIONS OF CUSTOMER LEADERSHIP; FROM CUSTOMER VALUE TO CUSTOMER LOYALTY; CUSTOMER LEADERSHIP IS THE HEART OF HOLISTIC LEADERSHIP; Chapter Five: Business Strategy; DEVELOPING BUSINESS STRATEGY; THE BUSINESS STRATEGY PROCESS; ARCHITECT STRATEGY; BALANCE PRIORITIES; CONTINGENCY SCENARIOS DEPLOY PLANS EVALUATE OUTCOMES; LEVERAGE BUSINESS STRATEGY TO DEVELOP HIGH-POTENTIAL LEADERS; CLOSING COMMENTS; Chapter Six: Culture and Values; PILLAR 1 - LEAD CULTURE CHANGE; PILLAR 2 - INTEGRATE VALUES INTO THE ORGANIZATION; PILLAR 3 - DRIVE EMPLOYEE ENGAGEMENT WITH THE CULTURE AND VALUES; MEASURE AND TRACK PROGRESS ON THE CULTURE AND VALUES; CLOSING COMMENTS; Chapter Seven: Organizational Leadership; ORGANIZATIONAL LEADERSHIP - LEADING FOR ALIGNMENT AND ENGAGEMENT; THREE TOOLS TO BUILD HIGH-PERFORMANCE ORGANIZATIONS TOOL #1: DEVELOP AN ENTERPRISE-WIDE PERSPECTIVE AND WORK IN THE INTEREST OF THE WHOLE ORGANIZATION TOOL #2: BUILD RELATIONSHIPS WITH AND INFLUENCE KEY STAKEHOLDERS; TOOL #3: INCREASE THE COLLABORATION AND INTEGRATION ACROSS THE ORGANIZATION; CLOSING COMMENTS; TEAM LEADERSHIP - EVEN MORE IMPORTANT TODAY; Chapter Eight: Team Leadership; THE FOUR TYPES OF TEAMS; ASSESSING TEAM LEADERSHIP; HOW TO BUILD STRONG TEAM LEADERSHIP; CLOSING COMMENTS; Chapter Nine: Personal Leadership; THE PERSONAL FACTORS THAT CAN DERAIL LEADERS; CAPABLE PERSONAL LEADERSHIP; CLOSING COMMENTS Part Three: THE ORGANIZATION'S RESPONSE Chapter Ten: Leadership Capacity Implementation: An Overview; WHY LEADERSHIP CAPACITY IMPLEMENTATION IS IMPORTANT; CLOSING COMMENTS; Chapter Eleven: Embedding Leadership in the Organization; EMBEDDING LEADERSHIP: THE JOURNEY; THE THREE FOUNDATIONAL STRATEGIES FOR EMBEDDING LEADERSHIP IN AN ORGANIZATION; STRATEGY #1: ENSURE A SECURE SUPPLY OF LEADERSHIP TALENT; STRATEGY #2: DEVELOP A COMPELLING ORGANIZATION-SPECIFIC LEADERSHIP STORY; STRATEGY #3: ANCHOR TO A WELL-ESTABLISHED ORGANIZATIONAL PROCESS WHAT IS LOST WHEN ONE OR MORE OF THE STRATEGIES TO EMBED HAVE NOT BEEN APPLIED? |
| Record Nr. | UNINA-9910454173203321 |
|
Weiss David S (David Solomon), <1953->
|
||
| Mississauga, ON, : John Wiley & Sons Canada, c2005 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The leadership gap [[electronic resource] ] : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro
| The leadership gap [[electronic resource] ] : building leadership capacity for competitive advantage / / David S. Weiss, Vince Molinaro |
| Autore | Weiss David S (David Solomon), <1953-> |
| Pubbl/distr/stampa | Mississauga, ON, : John Wiley & Sons Canada, c2005 |
| Descrizione fisica | 1 online resource (356 p.) |
| Disciplina | 658.4/092 |
| Altri autori (Persone) | MolinaroVince <1962-> |
| Soggetto topico | Leadership |
| ISBN |
1-283-20324-3
9786613203243 0-470-15876-X |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Contents; Preface; THE PURPOSE OF THE BOOK; A DESCRIPTION OF THE BOOK; WHO WILL BENEFIT FROM THIS BOOK; HOW TO READ THIS BOOK; Acknowledgements; Part One: THE BUSINESS IMPERATIVE; Chapter One: Mission Critical; LEADERSHIP CAPACITY AND THE LEADERSHIP GAP; THE CHANGING BUSINESS ENVIRONMENT NECESSITATES NEW WAYS OF THINKING; THE LEADERSHIP GAP IS MISSION CRITICAL; CURRENT SOLUTIONS ARE NOT BRIDGING THE GAP; THE FOUR ASPECTS OF THE LEADERSHIP GAP; Chapter Two: Bridging the Leadership Gap; BRIDGING THE LEADERSHIP GAP; Part Two: THE LEADER'S RESPONSE; Chapter Three: Holistic Leadership: An Overview
UNDERSTANDING HOLISTIC LEADERSHIP FUNCTIONAL LEADERSHIP; AN EXAMPLE OF DYSFUNCTIONAL EXECUTIVE LEADERSHIP AND ITS IMPLICATIONS; THE NEED FOR HOLISTIC LEADERSHIP; Chapter Four: Customer Leadership; THE CHANGING CUSTOMER DYNAMICS; IMPLICATIONS OF CUSTOMER DYNAMICS; THE PUBLIC AND PRIVATE SECTOR CUSTOMER; FIVE EXPECTATIONS OF CUSTOMER LEADERSHIP; FROM CUSTOMER VALUE TO CUSTOMER LOYALTY; CUSTOMER LEADERSHIP IS THE HEART OF HOLISTIC LEADERSHIP; Chapter Five: Business Strategy; DEVELOPING BUSINESS STRATEGY; THE BUSINESS STRATEGY PROCESS; ARCHITECT STRATEGY; BALANCE PRIORITIES; CONTINGENCY SCENARIOS DEPLOY PLANS EVALUATE OUTCOMES; LEVERAGE BUSINESS STRATEGY TO DEVELOP HIGH-POTENTIAL LEADERS; CLOSING COMMENTS; Chapter Six: Culture and Values; PILLAR 1 - LEAD CULTURE CHANGE; PILLAR 2 - INTEGRATE VALUES INTO THE ORGANIZATION; PILLAR 3 - DRIVE EMPLOYEE ENGAGEMENT WITH THE CULTURE AND VALUES; MEASURE AND TRACK PROGRESS ON THE CULTURE AND VALUES; CLOSING COMMENTS; Chapter Seven: Organizational Leadership; ORGANIZATIONAL LEADERSHIP - LEADING FOR ALIGNMENT AND ENGAGEMENT; THREE TOOLS TO BUILD HIGH-PERFORMANCE ORGANIZATIONS TOOL #1: DEVELOP AN ENTERPRISE-WIDE PERSPECTIVE AND WORK IN THE INTEREST OF THE WHOLE ORGANIZATION TOOL #2: BUILD RELATIONSHIPS WITH AND INFLUENCE KEY STAKEHOLDERS; TOOL #3: INCREASE THE COLLABORATION AND INTEGRATION ACROSS THE ORGANIZATION; CLOSING COMMENTS; TEAM LEADERSHIP - EVEN MORE IMPORTANT TODAY; Chapter Eight: Team Leadership; THE FOUR TYPES OF TEAMS; ASSESSING TEAM LEADERSHIP; HOW TO BUILD STRONG TEAM LEADERSHIP; CLOSING COMMENTS; Chapter Nine: Personal Leadership; THE PERSONAL FACTORS THAT CAN DERAIL LEADERS; CAPABLE PERSONAL LEADERSHIP; CLOSING COMMENTS Part Three: THE ORGANIZATION'S RESPONSE Chapter Ten: Leadership Capacity Implementation: An Overview; WHY LEADERSHIP CAPACITY IMPLEMENTATION IS IMPORTANT; CLOSING COMMENTS; Chapter Eleven: Embedding Leadership in the Organization; EMBEDDING LEADERSHIP: THE JOURNEY; THE THREE FOUNDATIONAL STRATEGIES FOR EMBEDDING LEADERSHIP IN AN ORGANIZATION; STRATEGY #1: ENSURE A SECURE SUPPLY OF LEADERSHIP TALENT; STRATEGY #2: DEVELOP A COMPELLING ORGANIZATION-SPECIFIC LEADERSHIP STORY; STRATEGY #3: ANCHOR TO A WELL-ESTABLISHED ORGANIZATIONAL PROCESS WHAT IS LOST WHEN ONE OR MORE OF THE STRATEGIES TO EMBED HAVE NOT BEEN APPLIED? |
| Record Nr. | UNINA-9910782474403321 |
|
Weiss David S (David Solomon), <1953->
|
||
| Mississauga, ON, : John Wiley & Sons Canada, c2005 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||