chapter 7

Apuntes

chapter 7 IN THIS BOOK’S first six chapters, we described how innovative people think differently and act differently to generate creative ideas for new products, services, processes, and businesses. Now we shift our attention to answering the following question: how do companies comprising many people build the code for innovation? Without a doubt, executives worldwide face this critical question as they try to build innovation capabilities within their companies to generate growth opportunities. Before addressing this question, though, let’s look at two other equally important ones. First, which companies are truly the most innovative and should serve as models of innovation? Second, does having an innovation capability (and a reputation for innovation) turbocharge a company’s market value? In 2005, Businessweek began creating a list of the world’s one hundred most innovative companies. It based this list on a Boston Consulting Group survey of executives who voted on the companies. A quick look at the list shows Apple at number one and Google at number two. OK, intuitively that sounds right. But because of the methodology, the list was largely a popularity contest based on past ...