Innovation is a key source of competitive advantage-but it remains frustratingly elusive for many organizations. Despite the huge investments companies around the world are making to develop innovative leaders and to foster innovation with their teams, they are not succeeding. Too often, innovation is seen as a specialist’s role, confined to the silos of R&D, engineering, and product development when-to ensure that the organizations will be innovative and remain competitive in the future-a culture of innovation needs to be created and fostered throughout the organization. The new complexities of work today demand a new way of thinking that goes beyond the logic-and-memory approach of traditional IQ intelligence-they demand Innovative Intelligence. Innovative Intelligence offers a four-step process to help leaders control their traditional IQ thinking and move beyond it, enabling them to respond innovatively to complex problems and to lead teams to become more innovative, no matter what their role. It shows how to embrace a culture of innovation and have it permeate throughout the organization, at every level. Moreover, readers will learn how to overcome the organizational and cultural barriers that may be preventing innovation within their workplaces. Through case studies, practical tools and strategies, Innovative Intelligence presents the core principles that describe how leaders, managers, and teams can learn to think innovatively, and how leaders can apply their innovative intelligence to evolve their organizations and work culture to achieve greater business success.
Book Details:
- Author: David S. Weiss
- ISBN: 9780470677674
- Year Published: 2011
- Pages: 304
- BISAC: BUS042000, BUSINESS & ECONOMICS/Management Science
About the Book and Topic:
Innovation is a key source of competitive advantage-but it remains frustratingly elusive for many organizations. Despite the huge investments companies around the world are making to develop innovative leaders and to foster innovation with their teams, they are not succeeding. Too often, innovation is seen as a specialist’s role, confined to the silos of R&D, engineering, and product development when-to ensure that the organizations will be innovative and remain competitive in the future-a culture of innovation needs to be created and fostered throughout the organization. The new complexities of work today demand a new way of thinking that goes beyond the logic-and-memory approach of traditional IQ intelligence-they demand Innovative Intelligence. Innovative Intelligence offers a four-step process to help leaders control their traditional IQ thinking and move beyond it, enabling them to respond innovatively to complex problems and to lead teams to become more innovative, no matter what their role. It shows how to embrace a culture of innovation and have it permeate throughout the organization, at every level. Moreover, readers will learn how to overcome the organizational and cultural barriers that may be preventing innovation within their workplaces. Through case studies, practical tools and strategies, Innovative Intelligence presents the core principles that describe how leaders, managers, and teams can learn to think innovatively, and how leaders can apply their innovative intelligence to evolve their organizations and work culture to achieve greater business success.
Need: Authors cite studies that despite significant investment by companies in developing leaders and innovation, the results are generally poor. Universal Challenge: How to be more innovative is a perennial problem for business around the world. The Harvard Business Review sees innovation as a key strategy for overcoming difficult economic times, and has dedicated about 25% of their articles to the topic of innovation over the past few years. Applicable and Practical Strategies: Provides a 4-step process with examples and checklists to turn traditional IQ-based thinking into Innovative Intelligence. Author Support: Both authors will promote the book by building it into seminars and speaking engagements, promoting to client base and on websites, and through affiliations with academic institutions and professional associations. The authors work, speak, and teach around the world.
About the Author
Dr. David Weiss is President & CEO of Weiss International Ltd. David and his team of organizational consultants lead innovative consulting and training projects that generate effective strategy, leadership, and HR solutions for boards, executives and senior leaders throughout North America and Europe. David also is a highly sought after keynote speaker at conferences throughout the world, such as ASTD, AMA, CSTD, HRAP, the Conference Board. He is an affiliate professor of the Rotman School of Management, a senior research fellow of Queen’s University, and a faculty member of the Technion Institute of Management (Israel). He also is a guest faculty member for the Schulich School of Business and for the University College of Cayman Islands. Claude Legrand is the president of Ideaction Inc., which specializes in sustainable innovation and change management. Claude has extensive experience in innovation, strategic planning, marketing, interactive technologies, and culture change, mostly for large organizations. Ideaction’s clients include AOL, Apple, Bank of Montreal, Canadian Tire, GlaxoSmithKline, Harris Bank (US), ING Insurance, Kimberly Clark, Novartis, TD Waterhouse US, and the firm is opening a subsidiary in France to serve the European market. Legrand founded the Centre of Excellence in Innovation Management at the Schulich Executive Education Centre and was the first program director. He is also the founding chair of the Association of Innovation Professionals.