Elvin Turner is an award-winning advisor to global corporations, government bodies, not-for-profit organisations, and start-ups around the world.

About the Author xv

Acknowledgements xvii

Introduction: Unicorns vs Zombies xix

Part One Innovation Strategy For Pragmatists 1
Innovation is an argument inside most companies –frail, new ideas versus the overwhelming power of the status quo. An innovation strategy helps create an environment where new ideas can emerge and thrive. It is the single-most important way to build and sustain innovation performance. And it doesn’t have to be difficult.

1 The Power of Strategic Intentionality 3

2 The Do-Or-Die Issue of Innovation Performance 8

3 Money Talks 12

4 The Innovation that Customers Buy 15

5 HowMuch Innovation is Enough? 17

6 The Future is Coming Ready or Not 27

7 DetectingWeak Signals from the Future 29

8 Blurred Vision 38

9 What Does the Future Actually Mean? 41

10 The Future and Its Naysayers 47

11 Leading from the Future 49

12 Innovation Strategy: Turn It On 51

13 Quick-Start Innovation StrategyWorkshop 53

Part Two Turning on a Fast-Track Innovation Process 59
Great innovation rarely happens without a clear and effective process. This section shares the practical tools used by global innovation leaders that your team can begin using today.

14 Why Zombies Hate Innovation Process 61

15 Starting with Insight: The Innovation Particle 65

16 ‘Why’ MattersMoreThan ‘What’ with Customer Insight 72

17 Working with Customer ‘Progress’ Insights 81

18 Framing Great Opportunities 93

19 Catalytic Questions 100

20 Hot Love 109

21 Preparing for Greatness 111

22 Running a Creative Session 122

23 How to Choose the Right Ideas 126

24 The ‘Five-Day Brainstorm’ 134

25 Tracking Idea Progress 137

26 Overcoming the Execution Problem 140

27 Innovation Rocket Fuel 144

28 Innovation Trapdoors 149

29 If You Only Read One Chapter… 166

30 ShowMe theMoney? 191

31 Dead on Arrival 198

32 Your Great Idea Isn’t Enough 224

Part Three Building Your People’s Innovation Capabilities 235
Most organisations want more innovation but few equip their people to actually deliver it. This section provides practical strategies, roadmaps and case studies to help your people out-innovate your competitors.

33 Enabling Ingenuity 237

Part Four Time,Money and Talent: How to Resource Innovation 249
Business-as-usual makes little provision for bolder innovation.This section helps you rethink how resources are managed and allocated so that the future has a greater chance of showing up.

34 Who Does It and Who Pays for It? 251

Part Five Innovation Culture for Realists 267
Culture has been defined as ‘what is ordinary’. Yet most companies demand extraordinary innovation to emerge from their status quo set-ups. This section shows how to move beyond a one-size-fits-all culture to where bigger ideas can emerge and thrive on a repeatable basis.

35 Calibrating Culture to Outcome 269

36 BeMore Human 275

37 If Culture Feels tooWoolly, Switch to ‘Space’ 279

38 Bold Ideas aren’t Born on Stage 283

39 Next-Level Creative Culture 292

40 Innovation Fight Club 309

41 Driving with the Handbrake On 317

Part Six Leading an Innovation Reformation 325
Innovation is regularly cited as a top three priority amongst leaders, yet the vast majority of their training and experience is in business-as-usual management. This section provides practical tools for leaders who need to lead their organisations to a new level of innovation performance.

42 The Innovation LeadershipMandate 327

43 Innovation Never ‘Just Happens’ 329

44 Mapping the Leadership Territory 332

45 To Boldly Grow 339

46 It Takes a Leader 341

47 You are a User Experience 344

48 Confronting Personal Relevance 352

49 Enduring the Bumps 356

Part Seven Turn It On, Turn It Up 359
You’ve read the book and are ready to start. But where do you begin? What does ‘Day One’ look like? This section provides some pragmatic starting points to turn on and turn up your innovation performance.

50 Turning It On 361

Index 369

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