pt. 1. Three Models for making innovation happen

cap. 1. The other side of innovation -- First, shift attention to execution -- Organizations are not built to execute innovation -- Let's define terms -- Only three models make sense -- Working around the performance engine -- Where do the resources come from?

cap. 2. Model S is for small initiatives -- The limitation to model s is project size -- The key to model S success is motivation -- Pushing the limits of model S -- Roles for the full-time teams

cap. 3. Model R delivers repeatable innovation -- The key to model R success is process escellence -- The limitation to model R is project similarity -- Pushing the limits of model R -- Respecting the limits to model R

pt. 2. Model C: build the team

cap. 5. You must create a dedicated team for each model C initiative -- The didicated team is not the whole story -- the dedicated team has nearly unlimited flexibility -- It's not a peaceful partnership -- Avoid common errors

cap. 6. Divide the labor -- When the strength of a team is less than the sum of individuals within -- some additional guidelines for dividing the labor -- When models R and C overlap

cap. 7. Assemble the dedicated team -- Mistake#1: too many insiders -- Mistake#2: defaulting to existing job definitions -- Mistake#3: Leaving the same people in charge -- Mistake#4: adopting the metrics, process, or culture -- Mistake #5: defaulting to the same policies

pt. 3. Model C: create the plan

cap. 8. Create the plan: an overview -- Learning first, profits second -- Do not leave learning to intuition -- Your existing planning process is not an innovation asset

cap. 10. Create a structure for disciplined experimentation -- Principle#1: each initiative requires a separate, stande-alone, custom plan with custom performance metrics -- Principles#2: discuss resultus and lessons learned in a separate forum -- Principles#3: meet frequently -- Principles#4: make a heavy investment of time and energy.

cap. 11. Break down the hypothesis -- Be aware of the limitations of spreadsheets -- What are spending money on? and, why? -- build a custom scorecard -- Go ahead, put a stake in the ground

cap. 12. Seek the truth -- Performance evaluation in the performance engine -- It is not so easy for innovation initiatives -- Innovation leaders must be evaluated differently, but with no less discipline -- Create an atmosphere of scientific detachment

Concluision: Key lessons learned

Companies stumble when they imagine that innovation is mostly about ideas. The reality is that ideas are only beginnings. Indeed, even a company with the world's best idea still faces a devilish challenge: it must build the business of tomorrow without endangering the business of today. The authors distill more than a decade of research and insight into a practical, accessible, read-at-one-sitting handbook that offers invaluable guidance for anyone charged with making innovation happen: executives, managers, consultants, project leaders, and teams.