Bessant John. High Involvement Innovation. Building and Sustaining Competitive Advantages Through Continuous Change
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240 INDEX
Balanced Scorecard 192, 209, 211
BBC 79
behavioural routines 38–9
composition of culture 64
core abilities 71
definition 38
key abilities in developing HII capability
65–7
organizational movement through 69
role of artefacts in 70
within the organization 57
benchmarking 177
benefits of HII 20–21
involvement in 57
reduced waste 126
Better Boilers Ltd 154–6
20 keys programme 156
developing continuous improvement
capability 155–6
Just-in-Time techniques 154
pilot cell 155
Bic 4
big hits 131, 134
blame-free culture 94, 203, 230
requirement of innovation 203
blocks and barriers to HII 33–52, 56, 74–5,
158–9, 174–7
building an innovation culture 39–41
cogs in the machine 33–4
concept of behavioural routines 38–9
high involvement vs. focused
development 43–6
high-involvement innovation 46–9
learning to manage innovation 41–3
making of an innovative culture 34–5
moving forward in developing HII
capability 198–9
organizing for innovation 35–6
question of ‘culture’ 37–8
bootlegging 177
Box Brownie 166
brainstorming 35, 40, 62, 82
use in problem-solving 108
brainwashing 37
Bridgestone 24
building an innovation culture 39–41
Business Excellence model 69, 157, 208
business process re-engineering 152, 199
Canon 24, 75
Capability Maturity model 69
capability for problem solving 35
Capital One 28
capturing and sharing knowledge 118–21
Carco Vehicles 143–6
5-S activities 144
jishu hozen 143
kaizen teian 143
Toyota Production System 144
case studies
Airco Machinery 147–50
Better Boilers Ltd 154–6
Capital One 28
Carco Vehicles 143–6
Chaparral Steel 172–3
Chemico 140–43
Chevron Texaco 28
Complete Computers 200–206
Danfoss 199–200
Drug Delivery Systems Ltd 125–7
Dutton Engineering 171–2
Electro Products 146–7
extending high involvement in drug
delivery systems 157–8
FMCG sector 27–8
Friday Motors Ltd 88–90
Industrial Trucks Ltd 150–53
‘Japanese’ manufacturing techniques 29
manufacturing and service organizations
29
Perfect Pipes 122–5
South African mining company 28
Terrific Telephones & Accessories
121–2
XYZ Systems 173–4
catch-ball negotiations 135
causality 20
challenge 49
of Level 2 95
challenging the status quo 163, 173
change 1
constant theme in innovation 2
change receptivity 48
change in way people think 94
Chaparral Steel 172–3, 181, 186
Chaplin, Charlie 17, 34
charisma 204
Chemico 140–43
Deming Prize 140
jishu hozen 11
recent history 140
Chevron Texaco 28
CINet survey 26–7
CIRCA research programme 55–6
codified knowledge 183
conversion from tacit knowledge 172
colour schemes 129–30, 153
as result of kaizen 129–30
role of 130
commitment 101, 131
lack of 101
positive energy 131
of resources 85
commitment of resources 85
communication 40, 60
INDEX 241
capturing and sharing knowledge
118–21
feedback and idea implementation
117–18
and information flow 117–21
key foundation for HII 119–21
policy deployment 102
company-wide quality control 12
competitive advantage 182–3
Complete Computers 200–206
corrective action scheme 201–2
full launch of the CI scheme 205–6
introducing a high-involvement
continuous improvement scheme
202–4
piloting the scheme 204–5
success of the CI scheme 206
suggestion scheme 202
components of high-involvement capability
65–7
Confederation of Danish Industries 71,
210
consistency 100–101, 132
ability to create 124
cluster of behaviours 235
lack of 132
consultative cascade 132
contingency issues 71
continuous improvement 12, 65, 211
ability to manage HII strategically 67,
78, 97, 124, 138, 175, 228
cluster of behaviours 238
programmes 76
stages in the evolution 229
Continuous Improvement Self-Assessment
Tool 71
continuous innovation 25
core competence 179
accumulation over time 183
Corning Glass 3
creation of innovation model 56–64
Level 1 58
Level 1/2 58–9
Level 2 59–61
Level 3 61–2
Level 4 62–3
Level 5 63–4
creation of innovative culture 35–6
creative climate 54
creative combinations 48–9
creative destruction 164–5
creative styles 11
creativity 1, 130–31
crisis 198
Crosby methodology 200–206
definition 201
four principles 200, 202
price of non-conformance 202
cross-boundary HII activities 87
cluster of behaviours 236
problems and opportunities 160
‘culture’ 37–8
making HII part of 94–5
measurement of 53–4
cycle of reinforcement 37
Danfoss 199–200
business process re-engineering 199
lean production 200
total quality management 199
Data General 46
dealing with problems 81–7
developing and helping awareness and
understanding 81–2
enabling cross-boundary HII activities
87
enabling focus and direction 86–7
enabling involvement and participation
82–5
enabling learning 86
ensuring good fit 86
leadership 85
supporting and developing HII system
87
Deming Prize 140, 192, 208–9
Deming Wheel 82, 97, 139, 186
use in problem solving 108, 186
demotivation 106
developing awareness and understanding
81–2
developing continuous improvement
capability 155–6
developing ‘do different‘ innovation
routines 216–17
developing HII system towards higher
levels 87
development of innovation model 54–6
‘do better’ and ‘do different’ innovation
171, 192
challenges 192
conflict between the two routines
216–17
developing ‘do different‘ innovation
routines 216–17
innovator’s dilemma 192
options 171
role of serendipity 170
dominant design 166
Dow Jones index 179
Drug Delivery Systems Ltd 125–7
Dutton Engineering 171–4
dynamic capability 183
Eastman, George 166
Electro Products 146–7
policy deployment 146
242 INDEX
Elmwood Sensors 181–2
reducing quality problems 182
enablers for organizational development
211
enabling development of HII 70–71
enabling learning in organizations 186–91
endaka 147
ergonomics 149
EUREKA programme 56
EuroCInet 26–7, 56, 65
European Quality Award 54, 111, 192,
207, 209
evolution of HII 69
excellence 208
Excellent Electronics 180–82
experimentation 191
extending the learning organization 191–2
facilitation 102
factors of production 8
factory as ‘learning laboratory’ 172
fade-out 14, 129–30
feedback and idea implementation
117–18
fire fighting 90
flexibility 34
in Toyota 48
fluency 34
focus and direction 86–7, 198, 211
ability to link HII to strategic company
goals 66, 77, 96, 137, 175, 227
of innovation 220
Ford 209
Ford, Henry 8–9, 33–4
knowledge competition 183–4
Fortune Top 500 179
Friday Motors Ltd 88–90
from doing to thinking organizations
10–11
Bill Gates 10
further challenges 215–24
developing ‘do different’ innovation
routines 216–17
focus of innovation 220
further on up the road 215–16
inter-cultural learning 220–21
inter-organizational innovation 217–20
Gates, Bill 10
General Electric 3, 44, 179
generative learning 192
generic organizational model 106–7
Gilbreth, Frank and Lilian 23
glass ceiling 176
GlaxoSmithKline 46
global laboratory 221
GM 179
good fit 86
good practice 216–17
Guild system 7
handling different innovation types 168–9
Hawthorne studies 18
Hewlett-Packard 46, 135
Hoshin Kanri at 135
high involvement vs. focused development
43–6
high-impact innovation 170–71
high-involvement innovation 11–12, 46–9
change receptivity 48
creative combinations 48–9
nature of the innovation task 47–8
high-involvement innovation model
209–210, 225–38
detailed behaviour/capability analysis
229–38
key findings 225–6
research base and problem statement
225
towards a ‘reference model‘ for
continuous improvement 226–9
high-involvement practice 64–5
HII bicycle 113–14
Hitachi 24
suggestion schemes 114
Honda 115
reward systems 115
honeymoon period 14, 42, 74, 77, 130
and after 91, 130–31
Hoshin Kanri approach 132–3, 135
at Hewlett-Packard 135
Hoshin tables 135
Hoshin tables 135
hostile takeover 2
hot desking 152–3
how learning happens 184–5
humanization of work 221
IBM 179
idea management system 60, 121
ideasUK 25, 105
imitation 3, 42
3M 43
implementation in practice 210–211
increments of learning 185
Industrial Revolution 2, 7
enabled by continuous innovation 165
Industrial Trucks Ltd 150–53
business process re-engineering 152
hot desking approach 152–3
human efficiency 152
reward and recognition 153
industrialization 47
Industry Forum 77
inferiority 41
innovation centre stage 215–16
INDEX 243
innovation gene pool 165
innovation paradox 7–10
innovation quotient 221
innovation as survival imperative 1–2
innovator’s dilemma 192
inter-cultural learning 220–21
inter-firm implications 160–61
extending the learning organization
191–2
shared learning 217
inter-organizational innovation 217–20
internal control system 177
international standards 12, 86, 209
Internet 3, 71
shopping 165
intrapreneurs 15, 163
Investors in People 22, 192, 209
Ishikawa diagrams 82, 116
islands of learning in a sea of ignorance
191
ISO 9000 12, 209
ISO 9001 148–9
ISO 14001 148
Isuzu 114
Japan Human Relations Association 24,
115, 147
Japanese car manufacturing industry 3, 85
jishu hozen 141, 143
Just-in-Time 102, 104, 154
Kawasaki production system 104
as simulation exercise 125
in Toyota 184
kaizen 11–13, 174–6
colour schemes 129–30
definition 176
fallacy 174
improvement of processes 203
top-down and bottom-up modes 151
kaizen teian 113–14, 143
individual ideas 145–6
participation in 147
reward and recognition schemes 153
Kanebuchi Boseki 23
Kawasaki Heavy Engineering 24
production system 104
Kawasaki production system 104
key blocks to learning 218
killer phrases 41, 43
knowledge 179–96
advantage 183–4
capturing and sharing 118–21
codified 183
competition 183–94
as fuel for innovation 6, 64
tacit 183–4
knowledge economy 6
knowledge management 182
knowledge matters 182–4
Kodak 113, 179
leadership 85, 211
ability to support HII behaviours 66, 78,
96, 124, 137, 175, 227
cluster of behaviours 233
lack of 80
lean production 184, 200
lean thinking 12, 160–61
learning curve 18–19
learning cycle 184–5
and learning mechanisms 185
learning and high-involvement innovation
185–6
learning implementation 212–13
learning, knowledge management and
innovation 6–7, 86
enabling 86
‘learning laboratory’ 172, 181
learning loop 159–60
double 160, 192, 213
single 160, 192, 213
learning matters 179–80
learning mechanisms 185
learning networks 180
learning organizations 12, 179–96, 211
ability to enable learning 67, 78, 97, 139,
175, 228
enabling learning in organizations
186–91
extending the learning organization
191–2
and high-involvement innovation
practices 187–90
how learning happens 184–5
into the stratosphere 180–82
learning and high-involvement
innovation 185–6
learning matters 179–80
why knowledge matters 182–4
learning to manage innovation 41–3
Level 1 innovation capability 58
characteristics of 76–8
problems 78–81
some examples 76
Level 2 innovation capability 58–9
barriers and how to overcome them
99–121, 130–31
characteristics of 95–7
examples 121–7
inhibitors 97–9
making HII part of culture 94–5
problems in implementation and
sustaining 98–9
reaching the limits of 127–8
taking it seriously 91–3
244 INDEX
Level 3 innovation capability 61–2
characteristics of 135–9
examples 139–58
inter-firm implications 160–61
limits 161
making it happen 158–9
monitoring and developing
high-innovation 159–60
moving to 131–2
not just Japan 153–8
in practice 132–3, 136–9
two keys to 133–5
Level 4 innovation capability 62–3
barriers to moving to 174–7
characteristics of 174
enablers for developing Level 4 capability
177
examples 171–4
handling different innovation types
168–9
high-impact innovation 170–71
limits of continuous improvement
163–5
patterns of innovation 165–8
R&D 169–70
Level 5 innovation capability 63–4
enabling learning in organizations
186–91
extending the learning organization
191–2
how learning happens 184–5
into the stratosphere 180–82
learning and HII 185–6
learning matters 179–80
why knowledge matters 182–4
Leyland Trucks 22
limits of continuous improvement 163–5
Lincoln Electric Company 23
Lockheed 46, 170
lone inventor 34
making of an innovative culture 34–5
making innovation happen 158–9
Malcolm Baldrige National Quality Award
114, 192, 207, 209
managed networks 218
management by walking about 174
management of learning modes 192
managing the innovation agenda 4–5
Mannesmann brothers 2
many hands make light work 1–16
from doing to thinking organizations
10–11
high-involvement innovation 11–12
innovation paradox 7–10
innovation as survival imperative 1–2
learning, knowledge management and
innovation 6–7
managing the innovation agenda 4–5
range of innovation 2–3
‘real’ innovation 3–4
terms used 12
mass production 8–9, 34
knowledge competition 183–94
Matsushita 23
suggestion schemes 114
measurement 14
of innovation culture 53–4
key role of 139
strategy deployment and 133–5
meta-learning 192
Milliken Industries 85
miracle 47
mobilization of HII 23–7
model for high-involvement innovation
53–72
components of high-involvement
capability 65–7
contingency issues 71
creating the model 56–64
developing high-involvement practice
64–5
developing a model 54–6
enabling development of
high-involvement innovation 70–71
measuring innovation culture 53–4
towards a ‘reference’ model for
high-involvement innovation 67–70
Modern Times 17, 34
monitoring and developing
high-involvement innovation 159–60
motivation 146
National Cash Register 23
nature of the innovation task 47–8
need for training 101–4
Nissan 24
no-blame culture see blame-free culture
no-brainer 13, 33
non-conformance 200
novelty 47–8, 131
objectivity 159
options for involvement in innovation
process 49
organizing for innovation 35–6
Oticon 44
Pareto analysis 116, 158
participation in innovation process 33–4,
82–5, 130
cluster of behaviours 234
involvement in problem solving 82–5
Partnerships in People 209
Pasteur, Louis 170
patterns of innovation 165–8
INDEX 245
peer pressure 37, 40
people as assets 7, 33
Perfect Pipes 122–5
performance improvement 19–23
Philips 3
Pilkington 46, 168
innovation in the glass industry 167–8
planned implementation 212
plateau effect 200
policy deployment 135, 146, 149
communication 102
effective 176
framework for improvement 180
potential 33
practice and performance of HII 57–64
Preussag 2
price of non-conformance 202
pro-active learning 183
problem-solving activities 18
ability to move innovative activities
across boundaries 66, 78, 97, 124,
138, 175, 278
curve 18
lack of structured approach to problem
solving 107–8
problems in instigating innovation 78–81
how to deal with them 81–7
problems in systematic HII capability
99–121
communications and information flow
117–21
consistency 100–101
how to deal with them 99–121
lack of commitment 101
lack of forward drive 108–116
lack of reward/recognition system
105–7
lack of skills 101–4
lack of structured approach to problem
solving 107–8
lack of system for handling ideas 104–5
lack of tools to enable innovation
116–17
psychology 34, 39
punctuated equilibrium 165
Q101 209
quality circles 91
quality revolution 73
R&D 169–70, 183
innovation specialism 220
radical innovation 170
range of innovation 2–3
re-inventing the wheel 40, 86, 188
avoiding 118
limit to effective learning through
problem solving 109
risk of 109, 187–8
‘real’ innovation 3–4
recognition 156
mechanisms 106
reference model for high-involvement
innovation 67–70
explanation of levels 68
resources 85
vehicles for driving innovation forward
109
reward and recognition system 86, 105–7,
153, 177
appropriate systems 177
as behaviour reinforcement 121
demotivation 106
lack of or inappropriate system 105–7
recognition mechanisms 106
risk 71
rocket science 90, 180
role of framework approaches 207–9
audit frameworks 209
scepticism 76, 94, 181
scientific management approach 8, 33–4
Scientific Management school 23
second order learning capability 192
self-management 102
self-reinforcing cycle 94
Semco 44
serendipity 170
set-up time reduction 83–4, 157,
159, 188
shared learning 217
benefits of 217–18
cluster of behaviours 237
Shell 179
single best way 8, 23, 35
single minute exchange of die approach
48, 83–4
Six Sigma 159, 209, 211
skills 101–4
Just-in-Time 102
need for training 101–4
self-management 102
skunk works 15, 46, 170
for worker autonomy 163
slavery 7
SMEs 71
Smith, Adam 7, 18
SmithKlineBeecham Japan 116
socialization 37
Society of Motor Manufacturers and
Traders 77
Sony 14
Southwest Airlines 20–21, 84
set-up time reduction 84
stages in innovation life cycle 167
standard operating procedures 86, 116
246 INDEX
strategic innovation 129–62
characterizing Level 3 innovation
capability 135–9
examples 139–53
inter-firm implications 160–61
Level 3 in practice 132–3
limits of Level 3 161
making it happen 158–9
monitoring and developing
high-involvement innovation
159–60
moving to Level 3 131–2
not just Japan 153–8
‘pretty in pink’ 129–30
problem with Level 2 130–31
strategy deployment and measurement
133–5
strategy deployment and measurement
133–5
cluster of behaviours 232
how and why 133
key roles of 139
structured approach to problem solving
107–8
basic cycle 107
success and suggestion 25
suggestion box 23, 75
employee suggestions in Japan 24
limitations of 104–5
as piece of organizational furniture 131
survival 1–2, 177
innovation imperative 1–2
learning imperative 179–80
sustained performance 139
synergy 192
synthesis 48
systematic high-involvement innovation
capability 91–128
barriers and how to overcome them
99–121
characterizing Level 2 innovation
capability 95–7
examples 121–7
inhibitors to 97–9
making HII part of the culture 94–5
reaching the limits 127–8
taking HII seriously 91–3
tacit knowledge 172, 183–4, 186
conversion to codified knowledge 172
taking HII seriously 91–3
Taylor, Frederick 8, 23
criticism of 23
employee exclusion 33
Taylorism 47
tension 43–4
Terrific Telephones & Accessories 121–2
thriving on chaos 176
Toshiba 24, 185
total production maintenance 130
total quality management 12, 199
evidence of success 212
learning TQ 212–13
planned TQ 212
programmes 65
transformational TQ 213
visionary TQ 212
Toyota 24, 42, 47–8, 185
Just-in-Time 184
knowledge competition 183–4
learning and HII 185–6
Production System 144, 189
set-up time reduction 83–4, 188
single minute exchange of die approach
48, 83–4
suggestion schemes 114
transferability of ideas 25
transformational implementation 213
transition to Level 2 95
triggers to change 75
typology of learning networks 219
understanding 65
ability to articulate basic values of HII
65, 77, 95, 136, 175, 227
cluster of behaviours 229–30
unlocking high-involvement innovation
73–5
value chain 4
value of high-involvement innovation
17–32
case studies 27–9
do people really matter 17–18
learning about the learning curve 18–19
mobilizing high-involvement innovation
23–7
performance improvement through
people 19–23
valuing people 17–18
vehicles for driving innovation forward
108–116
‘bicycle’ 113
in the driving seat 110–111
sample operating guidelines 112–13
virtual research organization 173
virtuous circles 46
visionary implementation 212
Vodafone-Airtouch 2
Wal-Mart 19–20
Western Electric 18
‘work smarter not harder’ 23
yin and yang 168
zero defects 130, 182, 200
zero orientation 144