Organizational Innovation Report by TrendsSpotting: Implementing innovation in organizations

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Organizational Innovation Report:
Implementing Innovation in Organizations
Research Review and Case Studies
TrendsSpotting
Trends & Innovation Research
May 2016

I. Introduction: P.3
• Organizational innovation
• The role of organizational innovation
II. Research Review P.6
• Innovation leadership
• Innovation Strategy & goals
• Learning and Knowledge
• Structure & systems
• Incentives and rewards
• Organizational culture
III. Process Theory P. 36
• Converting inputs to outputs
• Risk management
IV. Innovation Challenges P.43
• Weak links, strong links, Performance
• Management support, strategy alignment,
• Idea generation, commercialization
• Speed, lean processes
• Best practices, readiness, metrics
2
Contents
I. Sources for innovation P.75
• Shortage of talents
• Open innovation + case studies Netflix P&G, 3M, Sony Pfizer
• Hackathons
VI. Innovation sharing platforms P.93
• Innovation platforms
• Innovation campaigns- examples & effectiveness
• Gamification, Gamification platforms
VII. Implementing innovation in organizations:
Case studies P.110
• Leadership commitment - Google
• Encouraging ideas – Google; 3M, Toyota
• Converting ideas to reality - Toyota
• Lead users lead innovation – 3M
• Customer experience – JC Penny
• Motivating work environment – Google
• Creating innovation environment – Cisco
VIII. Conclusions & Takeaway P.126
IX. References P.132
Organizational Innovation Report

About the report:
For implementing innovation in the organization, individuals are encouraged by top managers
to think independently and creatively, and share their personal knowledge with others.
Organizational innovation requires a culture of innovation that seeks and supports new ideas
and new ways of "doing business” while putting efforts on optimal execution.
In this review we collect insights from academic research, leading analysts and consultancies
and observe related case studies, to come up with best practices for the implementation of
innovation in organizations. We review models for innovation leadership, culture ,innovation
strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the
required set of incentives and rewards. Focusing on Innovation challenges we collect insights
and best practices regarding strategy alignment, management support, idea generation and
commercialization, speed, lean processes, innovation events and sharing platforms as well as
innovation metrics.
In search for optimal innovation implementation methods, we review studies on high
performing companies and present case studies on how innovative companies implement
innovation in their organization.
Introduction
Format: 130 slides
Price: $950
The report is targeted at innovation stakeholders and aids in
structuring the organization towards effective innovation

The role of organizational innovation
5
Organizational innovation is a critical factor for both product and process innovations,
as they can ensure that the innovation will be processed through all critical stages until
successfully introduced to the market.
Organizational innovation has a strong impact on firm’s performance.
Organizational innovation can –
• Drive strategic implementation within the organization
• Improve the quality and efficiency of work
• Enhance absorptive capacity - information exchange & new knowledge and
technologies utilization.
• Enable the infrastructure and context to sustain innovation
• Serve as a source of competitive advantage
“Economists assume that organizational change is a response to technical change,
when in fact organizational innovation could be a necessary precondition for technical
innovation.” Lam, 2005.
Introduction

Innovation Factors
Research ReviewResearch Review
There are five key elements contributing to organizational innovation:
Leadership, Mission goals and strategy, Learning and knowledge sharing, Organizational
culture, Structure and systems.
Leadership
Strategy &
Goals
Structures &
Systems
Knowledge &
Learning
Organizational
Culture
Innovation Factors

Innovation Factors
Leadership, organizational culture
and willingness to challenge
norms are the most agreed factors
recognized by CEOs for a
successful innovation process.
Innovation Factors
PWC 2013 CEO Innovation Survey: Innovation Promoters

Innovation Factors
Innovation Factors
PWC 2013 CEO Innovation Survey: Innovation Obstacles
Financial resources, existing organization culture,
lack of talent, political and regulatory factors and
inadequate technology are recognized as the
most common obstacles for innovation.

Research Review
14
GregersenINSEAD Professor Hal:Watch video
The Innovators DNA (Harvard Business Press, 2011)
Key insights on innovation:
1. Innovation starts at the top. Innovative leaders
spend more time on asking provocative questions,
making real observations and not relying on
second-hand data.
2. Innovation must be allowed to permeate every
level of the company. In a truly innovative company,
innovation has to be everybody’s job.
3. Innovation can be disruptive, and in a company
with no innovation philosophy, it’s likely to be
unwelcome. Innovative people in such environment
may get a lot of pushback and irritation, and may
even get fired.”
Think different,
behave different
Innovation LeadershipInnovation Leadership
Research Review / Innovation Leadership

Learning & knowledge management
Research Review
17
Leaders create a learning environment by providing –
• Support for experimentation (Damanpour, 1991; King et al., 1992; West & Anderson, 1992)
• Tolerance for failed ideas (Madjar et al., 2002)
• Adopting risk-taking norms (King et al., 1992; West and Anderson, 1992)
• Supporting learning and development of employees
• Fostering the acceptance of diversity within the group (Crossan and Hulland, 2002).
Knowledge management systems that enable innovation include –
• Usage of formal idea generation tools (Cebon and Newton, 1999; Loch et al., 1996)
• External linkages with universities (Atuahene-Gima, 1995) and the quality of these
linkages (Cebon and Newton, 1999)
• Formal information gathering (Oliver et al., 1999), and customer insight (Lee et al.,
1996).
Research Review / Learning & Knowledge

Incentives and rewards
26
Rewarding innovation: A field Study
Highlights: Rewards increase participation rate and the quality of ideas submitted.
Participation base persisted even after the reward was discontinued.
Gibbs, Neckermann, and Siemroth (2015) conducted a yearlong experiment in a large technology firm
(HCL) to test whether incentives could spur innovation. It had offered incentives to 5,400 employees,
and when the company or one of its clients implemented an idea that had been developed through the
idea portal, management awarded praise and points to the responsible employees. The points could be
traded for prizes such as smartphones and gift certificates.
Meanwhile, the company had also created a control group of 6,000 employees operating without
incentives. And this allowed the researchers to see that rewards had a clear impact: workers across all
departments responded to the company-organized experiment, and they generated better ideas as
rewards increased.
The rewards, the researchers found, inspired more lower-level employees to use the portal. And they
increased the quality of ideas. “Our findings suggest a trade-off between quality and quantity in idea-
creation,” the researchers write. This is important, Gibbs stresses, as rewards can motivate employees to
focus on quality, generating fewer but better ideas.
, “A Field Experiment in Motivating EmployeeSiemroth, and ChristophNeckermannGibbs, SusanneMichael:Source
.2015Ideas,” Initiative on Global Markets working paper, December
Research ReviewResearch ReviewResearch Review / Structure & Systems

Incentives for innovation – in practice
28
Research ReviewResearch ReviewResearch Review / Structure & Systems
Question: Which of the following is the most effective for an
organization to motivate its employees to be innovative?
38% of global business executives see
financial incentives as the most
effective motivator for innovation.
(50% - Managers in the U.S. , Americas -
45%)
Career promotion was the second most
agreed motivation (global = 21%).
Only few chose innovation time
allocation (17%) and internal recognition
(12%) as effective in motivating
innovation
2014 KPMG Tech Innovation Survey

Process Theory
Converting inputs to outputs
Research Review
41
Marketing and commercialization are the final innovation processes. They involve
the management and administrative cores of the organization (Adams et al.,
2006).
According to Adams et al. (2006), commercialization is the least developed area of
innovation management as it is often considered the domain of other specialists,
particularly marketers. However, without including commercialization, the
innovation cycle is not complete.
Commercialization includes market research, marketing proficiency such as
number of product launches (Yoon and Lilien, 1985), launch proficiency (Song and
Parry, 1996), personnel proficiency, post-launch reviews (Atuahene-Gima, 1995),
and adherence to schedule (Griffin and Page, 1993).
Research Review / Process Theory

Innovation Chain - Weak Links
Research Review
48
Organizations typically fall into one of three broad “weakest link” scenarios:
1. The idea poor company, which spends a lot of time and money developing and
diffusing mediocre ideas that result in mediocre products and financial returns. The
problem is in idea generation, not execution.
2. The conversion poor company has lots of good ideas, but managers don’t
screen and develop them properly. Instead, ideas die in budgeting processes
that emphasize the incremental and the certain, not the novel. Or managers
adopt the “1,000 flowers” approach, letting ideas bloom where they may but
never culling them. The need is for better screening [and development]
capabilities, not better idea generation mechanisms.
3. The diffusion poor company has trouble monetizing its good ideas. Decisions about
what to bring to market are made locally, and ‘not invented here’ thinking
dominates. As a result, new products and services aren’t properly rolled out
across geographic locations, distribution channels, or customer groups.
Hansen and Birkinshaw (2007)
Innovation in practiceInnovation Challenges

Support through innovation stages
A.T. Kearney, 2015
Research Review
Companies profiled as
“Leaders” report on more
managerial focus on the early
stages of innovation,
compared to “Followers”
Innovation in practiceInnovation Challenges

Idea generation and conversion
Research Review
57
Innovation in practice
In Booz and company 2012 Global Innovation Survey 46 percent of respondents admit that
their companies are just marginally effective at generating ideas and converting them to
commercial projects. Moreover - nearly half of the respondents reported that fewer than 20
percent of their projects were converted to full development projects. Once projects well
fully developed, only 20 percent of them reached commercialization (as reported by 43% of
respondents)
Innovation Challenges
According to Accenture 2013 US Study more than 60 percent believe collaborative
thinking, which corporations can readily support, is the best source for new ideas.

Innovation and speed
65
The importance of speed to innovation is well known. Recent studies indicate that
today it’s considered the most important innovation domain to have impact on the
industry in the coming years. Speed enables companies to capture emerging trends on
time, create a gap from competitors, lower costs and increase quality.
Long development times were the most-cited obstacle (42% in 2015 – 6% rise from
2014) to generate returns on innovation and product development.
The Rising Need for Innovation Speed
: Four Factors that2015The Most Innovative Companies
).2015(BCG report, DecemberDifferentiate Leaders
Innovation Challenges / Speed

Innovation Readiness
TrendsSpotting Innovation Studies
Innovation in practiceInnovation in practiceInnovation in practice / The innovation PremiumInnovation in practiceInnovation in practiceInnovation in practice / The innovation PremiumInnovation In Practice
,Risk averse orientation-TrendsSpotting Innovation Readiness StudiesAccording to
bureaucracy and lack of innovation strategy and methodologies (engagement,
commitment and coordination) are the most common obstacles for successful
innovation implementation.
Across all studies, innovation metrics were found to be important for maintaining
controlled and monitored innovation management.
TrendsSpotting Employee Innovation Questionnaire is a scientifically-validated
employee assessment tool designed for use within organizations. The
questionnaire (35 questions) assesses innovation importance, and dedicated time
for innovation activities. It also compares perceived innovation success to
competitive companies (multinational + local) and traces most pronounced
innovation promoters. It profiles key innovation parameters (leadership, knowledge
sharing ) as well as innovation performance across the different innovation stages.
TrendsSpotting’s Employee Innovation Survey is useful to map Innovation Readiness
in the organization and to identify opportunities for change and improvement.
Research ReviewInnovation in practice / ChallengesInnovation Challenges

Collaboration and partnering
Research Review
76
Innovation in practice / Open Innovation
CEO’s have a new strategy in the unending war for talent. They are creating more open
and collaborative cultures — encouraging employees to connect, learn from each other
and thrive in a world of rapid change. Collaboration is the number-one trait CEOs are
seeking in their employees, with 75 percent of CEOs calling it critical. The emphasis on
openness and collaboration is even higher among outperforming organizations — as they
hold the change-management capabilities to make it happen.
Extensive partnering is providing the edge CEOs need to take on radical innovation. The
pressure to innovate is not subsiding, and organizations are teaming to meet the
challenge. More than half of all CEOs are partnering extensively to drive innovation.
Compared to their less successful peers, outperformers are partnering for innovation
more aggressively. But they are also tackling more challenging and disruptive types of
innovation. Instead of settling for simply creating new products or implementing more
efficient operations, they’re more likely to be moving into other industries or even
inventing entirely new ones.
Source: IBM 5th biannual CEO Study, 2012
IBM Annual CEO study (over 1700 CEO’s from 64 countries in 18 Industries) presents
managerial perceptions regarding collaboration and partnering
Internal and external sources for innovation

Collaboration and partnering
Research Review
77
Innovation in practice / Open Innovation
According to IBM’s 2015 CxOs study (5,247 business leaders from 21 industries, 70
countries) CxOs are looking for additional innovation from external sources to help them
be more effective (54%) and are planning to expand their partner network (70%).
PWC 2015 CEO Survey: When asked for primary reasons for collaborating in joint ventures,
strategic alliances or informal collaborations – 40% of CEOs report on the ability to
strengthen innovation capabilities
Research shows that companies that looked at outside sources for innovation ideas were
more likely to be top performers in terms of revenue growth, profitability and innovation.
But do managers realize that?
A.T Kearney 2015 global study finds leading companies are using a mix
of external sources (55%) and internal sources (45%) to generate new
ideas.
55%
45%

Forecasting the future
Research Review
78
Source: IBM CxO Study, 2015
IBM 2015 CxOs study (5,247 business leaders from 21 industries in more than 70
countries ) reveals that CxOs are still using traditional methods for forecasting trends
(80% use brainstorming while only 23% use crowdsourcing). Most common sources are
external thought leaders (55%) while only half rely on customer feedbacks.
Methods used for forecasting trends
Sources for forecasting trends

Open Innovation
80
Open innovation is a term promoted by Henry Chesbrough, the writer of the book “Open
Innovation: The new imperative for creating and profiting from technology”.
Open Innovation is referred to as “The use of purposive inflows and outflows of knowledge
to accelerate internal innovation and expand the market for external use of innovation”.
As part of such an approach, it is ever more common for them to venture beyond their own
boundaries in search of external knowledge to fuel their new product development efforts
(Rosenkopf & Nerkar 2001).
Pressed by recurring calls for ever more frequent and radical new product and service
introductions, firms are increasingly discovering the potential benefits of joining forces with
a range of external actors including customers, suppliers, competitors or research
institutions (Chesbrough 2003).
The interactions that occur as part of such a “connect and develop” approach to New
Product Development are frequently bidirectional (Huston & Sakkab 2006). Often firms not
only absorb external knowledge (inbound open innovation), but also share internal
knowledge with outsiders (outbound open innovation).
Internal and external sources for innovation / Open innovation

Open Innovation Case Studies
84
Companies such as Procter & Gamble, Unilever, General Mills, Hewlett-Packard, Kraft,
Philips and L’Oreal have all successfully implemented open-innovation approaches,
generating great ideas in partnerships with universities or by paying careful attention to
consumers, high-tech entrepreneurs and others.
The Danish toymaker LEGO has been leveraging customer ideas as a source of innovation
for years, and some new products are even labeled - “created by LEGO fans.”
In 2006, DVD-rental and online video-streaming company Netflix sought to improve the
accuracy of its video-recommendation algorithm, which suggests new movies based on
users’ previous video preferences. The company announced an open contest inviting
programmers to develop an algorithm that improved prediction accuracy by 10 percent. In
2009, after 30,000 teams from 171 countries were working on this assignment – they
succeeded while cutting the cost that would have been required if done internally.
Internal and external sources for innovation / Open innovation

Hackathons
90
Hackathons originated as a technology development event, often held over a single
weekend, where developers work in sprints to develop product prototype, usually including
a prize for the team creating the best concept. It can involve testing a new platform/
product or revising an existing one. Today, it is used by diverse industries that initiate
creative team gathering (entrepreneurs ,designers, developers, scientists) trying to solve
specific problems. In many cases, teams continue to work together with the organizations
that initiated the hackathons after the initial event has ended.
Hackathons are known to offer an opportunity to achieve innovation-oriented goals with
limited resources. .
Internal and external sources for innovation / hackathons
For these events to succeed, organizations
must ensure exciting atmosphere, provide
direct access to open data, create wide
promotion and social media efforts, present
valuable benefits to participants, cooperate
with public organizations, get sponsorship by
leading companies (Google, Microsoft, etc. )
and pre-plan intellectual property
arrangements.

Innovation Platforms
92
Innovation platforms are fast evolving to address the need for controlled innovation
management in large enterprises. Originally developed for idea-management at the initial
stage of the innovation process, they now provide comprehensive solution to complex
managerial change and improvement initiatives, especially as innovation becomes more
central to product development and company competitiveness.
Leading organizations require a coherent approach to innovation and a practical way to
monitor best practices. They seek a centric location, one that will allow identifying new
ideas based on authentic diverse sources, will ensure engagement and help process
execution.
With advanced technological capabilities, software platforms can be the best place for the
organization to collaborate, drill new ideas and test them in real time.
There is a growing list of Innovation platform providers. Among them are — BrainBank,
Brightidea, CogniStreamer, Hype Innovation, IdeaScale, Imaginatik, inno360, InnoCentive,
Innovation Factory, InnovationCast, Kindling, Nosco, Qmarkets, and Spigit.
Source: TrendsSpotting , April 2015

93
GigaOm Research (2014) evaluated several companies supplying such innovation platforms.
Their findings suggest that Spigit-Mindjet and Hype are the suppliers best aligned with
market forces. Imginatik is taking a bold bet on being the first to enter the C suite and
become a strategic transformation adviser and support service. Brightidea has perhaps the
strongest client base but still seems oriented around a traditional view of innovation,
whereas Qmarkets is strong in decision-making, an area that could grow in importance as
innovation projects proliferate.

Innovation Campaigns
95
Innovation platforms are useful in creating Online Innovation Campaigns. With the right
trigger for action, employees can engage easily by posting new ideas, voting, commenting,
and building on each other’s ideas. Innovation platforms can be effective in creating an
innovation focused atmosphere that builds into an innovative culture, in which everyone in
the organization gets a voice and impact.
Effective innovation campaigns can help companies collaborate through all innovation stages:
Idea generation: Teams can be challenged to identify innovative solutions that can promote
the company's strategy and market value or improve internal processes.
Selection: Reactions received by employees from different departments and roles (reviewers
can be also specifically chosen) can help evaluate these ideas.
Execution: Innovation campaigns can also create voluntary teams that will be designated to
execute the most promising initiatives. Projects can also be monitored through the
production cycle and credit submitters in case they provide real value.
* Case studies suggest that adding clients to specific campaigns can achieve great value in
identifying new opportunities and even for scaling up projects.

Innovation Campaigns: examples
97
Citi Ventures:
In October 2012, Citi launched a global Ideas Challenge for employees, involving 263,000 employees.
According to Susan Andrews, Citi's head of innovation, "it was the first time Citi had ever done anything
like this, so there were a lot of cultural norms that had to be addressed. We had to get management
involved, they had to give their teams permission to participate. We needed to educate people on how
to use this new tool".
6,500 employees from 97 countries participated in the challenge and 2,307 ideas were submitted. "We
discovered that it was like opening the floodgates," Andrews says. About 10% of the employees were
"ideators" who actually entered an idea in the system. A large percent were collaborators, who would
chime in on submitted ideas. A third type of user emerged that Andrews calls "connectors." These
employees didn't collaborate or submit ideas, but suggested other employees who might be interested
or who had been involved in similar projects.
Citi ran the Challenge on Spigit crowdsourcing platform. In addition to hosting the basic crowdsourcing,
voting and leaderboard features (displaying the top 10 ideas, for instance), the Spigit software provided
gamification. Participants earned virtual currency for their contributions to the Challenge, which they
later could use to bet on the ideas they thought had the most potential. "
The top 10 teams created videos of their concept which were posted on the site. Through the trading
process, the top four ideas were selected, and presented to a panel of senior leaders.

Effective Employee Innovation Campaigns
100
10 tips for effective collaborative innovation campaigns:
1. You have to create innovative campaigns in order to yield innovative outcomes. Be creative with the
leading concept, make employees excited for the upcoming campaign.
2. Plan a short duration campaign with focused targets and leading concept which is engaging and fun to
all. It is important that the concept will be relevant and meaningful.
3. Use multi-channel communication to invite employees (physical posters, social media, SMS, emails,
personal requests, CEO call out).
4. Make sure that the platform you’re using is self-guided and easy to operate. Provide examples for ideas
so participants will understand what you expect from them.
5. Provide relevant incentives for participation (meaningful rewards, empowering recognition).
6. Ensure participation and high involvement of senior managers and company leaders.
7. For the selection phase, pre-compile evaluation parameters that meet campaign strategy and goals. It's
important that the reviewers will be chosen carefully and that the evaluation process will be transparent.
8. Throughout the campaign, you will need to keep participants active (posting, commenting and voting) -
send reminders, status alerts, feedbacks, notification on progress.
9. The campaign might end with the selection of the best idea – but campaign owner must be responsible
to keep everyone updated with the progress of the development and execution of the ideas chosen.
Employees will continue sharing ideas only if they see their top suggestions seriously considered.
10. Avoid running too many campaigns in one year so you won’t get employees tired of these efforts.

Gamification
101
Industry Outlook:
“It doesn’t work to urge people to think outside the box without giving them the tools to
climb out.” (Decision support manager at 3M)
Gartner predicted (April 2011):
• By 2015, more than 50 percent of organizations that manage innovation processes will
gamify those processes.
• A gamified service for consumer goods marketing and customer retention will become as
important as Facebook, eBay or Amazon
• More than 70% of Global 2000 organizations will have at least one gamified application.
Gamification describes the broad trend of employing game mechanics to non-game
environments such as innovation, marketing, training, employee performance, health and
social change. Game elements can be competition, ranks or role-playing. It encourages users
to engage in desired behaviors, taking advantage of humans’ psychological predisposition to
engage in gaming. It can help achieve goals that are important for the organizers (developing
innovative ideas), or even help complete tasks that are usually perceived boring (such as
counting elements, translating words, completing surveys, shopping, or reviewing websites).
Innovation Platforms / Gamification

Gamification as a tool for innovation
106
Effective Gamification tools:
1. Clear goals: the game should provide well-defined rules that will
help empower players and direct them to desired goals.
2. Engaging narrative: Gamification builds a narrative that can excite
participants and encourage their involvement. Efforts must be
enjoyable.
3. Achievable tasks: Gamification should provide opportunities for
short-term, achievable goals that will not create disappointment
or lead to drop outs.
4. Risk free environment: Evaluation should be based on
contribution, not on titles or rank. Participants must feel
comfortable to introduce ideas with no fear (good feedback is very
important). In some situations, it might be worth to consider
anonymity of participants.
Gamification
Innovation Platforms / Gamification

Creating Innovation Environment
Cisco case study: “the next billion-dollar idea can come from anywhere”
12
Implementing innovation in organizations / Case Studies
Kip Compton
Chief Technology and
Strategy Officer, Services
Unleashing Innovation Summit,
New York City, 2015Here’s how Cisco drives innovation into their culture:
- Cisco Spark collaboration platform that makes it easy for teams to post messages, share content,
and meet face-to-face from virtually any device, anywhere in the world.
-The Cisco Innovation Academy Last spring, the Academy held an Internet of Everything (IoE)
innovation challenge that asked employees to come up with a “killer application” that would help
solve customers’ most pressing business problems in six industries: energy, health care,
manufacturing, retail, public sector, and transportation. Nearly 9,000 employees took part and
submitted 516 ideas. Another 4,900 employees voted, and 586 contributed comments on the ideas.
Internet of Everything Innovation Centers . These centers opened worldwide, host startups,
accelerators, developers, researchers, ecosystem partners, and the venture community and allow
them to gather and create ground-breaking technology and innovative IoE solutions.
Cisco Investments - Portfolio of $2 billion, with more than 80 direct investments around the world.
The team of 40 investment professionals focuses on technologies in the IoT, Big Data/analytics,
connected mobility, storage, semiconductors, content technology ecosystems, as well as the most
promising innovations in China, India, and Israel.

Creating Innovation Environment
Cisco case study: “the next billion-dollar idea can come from anywhere”
12
The Cisco Tech Fund is a multi-million dollar innovation fund designed to nurture disruptive
ideas inside Cisco that aren’t currently on the company’s radar but could become billion-
dollar businesses of the future. The fund ensures that long-term breakthroughs are not
sacrificed in the pursuit of near-term revenues. It provides our senior engineers with the
funds, resources, equipment, and people needed to explore and investigate ideas that may
still be years away from incubation in Cisco’s Emerging Technologies organization or from
integration into existing business units.
The Pioneer Awards are Cisco’s most prestigious accolade for innovation. Presented annually
to the individuals or teams who have delivered breakthrough innovation in product and
service design and development, the awards are presided over by Cisco CEO and Chairman
John Chambers. The awards epitomize the company’s culture of technical innovation, risk
taking, and collaboration—recognizing those pioneers who possess attributes of leadership
and perseverance by thinking beyond established trends. Their work leads Cisco into new
technology territories and helps the company achieve greater productivity, increase
profitability, and sustain high levels of customer satisfaction.
Implementing innovation in organizations / Case Studies
Kip Compton
Chief Technology and
Strategy Officer, Services
Unleashing Innovation Summit,
New York City, 2015

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133
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