Utilize this comprehensive guide in your organization to create a corporate incubator that protects innovative ideas from oppressive corporate processes and culture and gives those ideas the resources and environment they need to grow and have the best possible chance to thrive.

Innovation is hard. Ironically, innovation in a large enterprise can be even more difficult. Policies designed for mature businesses often crush emerging businesses along with the entrepreneurial spirit of the innovators. Procedures can make it difficult, even impossible, for innovative employees to get their ideas funded, or even seen. As a result, even companies with their roots in innovation can find themselves unable to innovate, with a devastating impact on employee morale and often resulting in the exodus of the most creative employees.

In Lean Intrapreneurship the authors leverage decades of personal experience innovating in large enterprises to explore the root causes of failure to innovate in established organizations, and offer a solution to the innovator’s dilemma. The book includes a recipe for creating a repeatable program for innovating in large organizations, including tools, tips, and strategies developed by the authors as they created an innovative incubation program for a multi-billion-dollar technology company. It also offers a wealth of information to help aspiring intrapreneurs and entrepreneurs bring their ideas to life.

What You’ll Learn

• Discover the most common reasons that innovation fails in established organizations
  
• Explore techniques to make innovative ideas a success
• Follow a recipe to create a program to enable innovation across your company
• Understand the power of transparency inside and outside an incubator
  
• Develop employees and foster a culture of innovation across your company

Who This Book Is For

Anyone with an innovative idea who wants to make it real but does not know where to begin; anyone struggling to innovate inside an established company; anyone who wishes to make their existing company more lean, agile, and efficient; anyone who wishes to start a program to incubate new, innovative ideas inside an established company

“Does your organization fumble when it comes to innovation? ‘The Innovative CIO’ presents a pragmatic guide to overcoming the 10 ‘innovation killers’ within your company.”  --Dennis McCafferty “CIO Insight”, 1/23/2013 (www.cioinsight.com/it-management/innovation/slideshows/ten-ways-to-kill-innovation/)

“Are you unwittingly stifling your employees’ entrepreneurial spirit? ‘The Innovative CIO’ discusses ‘innovation killers’ that could be holding back your small business or startup.” --Paul Shread “TIME/Business & Money”, 1/29/2013 (business.time.com/2013/01/29/removing-barriers-to-innovation/#ixzz2JSrUlD3A)

The Chief Information Officer’s influence in the business organization has been waning for years. The rest of the C-suite has come to regard Information Technology as slow, costly, error-prone, boring, and unresponsive to business needs. This perception blinds company leaders to the critical value IT can deliver and threatens the competitive health and long-term survival of their enterprise.

The modern CIO must reassert the operational and strategic importance of technology to the enterprise and reintegrate it with every department and level of the business from boardroom to mailroom. IT leaders must design, sell, and implement a vigorous culture of IT competence and innovation that pervades the enterprise. The culture must be rooted in bidirectional exchange across organizations and C-level policies that drive technology innovation as the engine of business innovation.

• Take advantage of the IT and business innovation opportunities created by new and emerging technologies
• Shift IT innovation from afterthought to prime mover in strategic business planning 
• Inject IT into the dynamic core of your organization’s culture, training, structure, practice, and policy