G. MICHAEL MADDOCK is the founding partner and Chairman of Maddock Douglas (www.maddockdouglas.com) a ninety-person consulting firm whose mission is to conceptualize, design, build, and launch new products and brands that have a high probability of success. Their clients include Allstate, Cargill, ESPN, Hess, International Paper, Johnson & Johnson, Mohegan Sun, Procter & Gamble, Schering-Plough, and Unilever. Maddock, a frequent speaker at marketing and innovation conferences worldwide, is also coauthor of the "Innovation Engine" column on BusinessWeek.com. LUISA C. URIARTE is partner and Executive Vice President of Maddock Douglas where she oversees the insights and research functions for the firm. Luisa has more than twenty years of experience in managing research and marketing consulting projects of international scope. PAUL B. BROWN is a longtime contributor to the New York Times. A former editor and writer for BusinessWeek, Forbes, and Inc., Brown is the author or coauthor of numerous bestsellers, including Customers for Life, written with Carl Sewell, which has sold more than 1 million copies worldwide.

• Foreword ixAbout the Authors xiPART I Preparation and Strategy 1Chapter 1 The Innovation Paradox 3A Look at the Numbers 4And Then It Really Falls Apart 7Where Do We Go from Here? 9A Unique Process 10The Brand New Strategy 12Execution 13Chapter 2 Creating an Efficient and Effective Innovation Process 15The Big Three: How Does Industry-Changing Innovation Happen? 16Chapter 3 Circle #1: Finding the Need 25Insight First, Idea Second 26Narrowing Your Focus: Segmentation 30Be Insight Agnostic 38“It’s a wonderful need . . . just not for us.” 54When Searching for Needs, Keep These Things in Mind 56Chapter 4 Circle #2: Formulating the Idea 63Beginning the Process of Ideation 64Let Your Mind Diverge 72Filling the Idea Out 77Putting This to Work 79What Would ___ Do: Utilizing Points of Departure 80Converge: Distilling Concepts into Categories 83Concept Development 86Testing What You’ve Come up With 89An Ideation Creativity 12-Step Program 93Chapter 5 Circle #3: Successfully Communicating (and Profi ting from) What You Have Come Up With 95A Brilliant Idea Badly Communicated Becomes a Bad Idea 96Three and a Half Rules for Improving Your Communication Efforts 99Use Their Words as a Springboard 103Pay Attention When They Speak 107Remember, Your Story May Not Be Their Story 110“Huh?”—Clearly Saying What You Mean 111Going Commercial (or you will never make any money if you can’t explain what you have) 113How to Utilize Social Media: Changing the Game for the Better 116Mastering Communication 122Chapter 6 Constructing Your Innovation “Portfolio” 125Diversifying Your Innovation “Investments” 125The Four Classes of Innovation 127How to Divide Up Your Innovation “Assets” 132Tactics to Increase Your Success 136Budgeting in Your Innovation “Portfolio” 138PART II Tools and Tactics 141Chapter 7 Getting Outside the Jar: How to Infuse Outside Experts into Your Innovation Process 143Practical Wisdom 144Integration of the Left and Right Brain of an Organization 154Idea “Parents” Wanted 156The Role of Outside Experts in Building Your Innovation Portfolio 157Chapter 8 Sustainable Innovation: Creating (and Profi ting) from a Green, White Space 163Delivering on Needs and Making a Difference 164Three Reasons to Find the Green Space 165Steps toward Integrating Sustainability into Your Innovation Process 169Actions Speak Louder than Words 174The 5 Cs of Sustainable Innovation 175Chapter 9 Introducing “The Innovation Power Score” — A Method for Measuring the Potential of Your Innovation 179The Insight Score 181The Idea Score 187The Communication Score 191Conclusion 194Three “Frequently Asked Questions” on the Advantages of the IPS 197Chapter 10 Investools: A Case Study in Putting Your Innovation Process to Work 201Investools’ Innovation Paradox 202If You Did It Once 208Conclusion 210Acknowledgments 211Index 213

G. MICHAEL MADDOCK is the founding partner and Chairman of Maddock Douglas (www.maddockdouglas.com) a ninety-person consulting firm whose mission is to conceptualize, design, build, and launch new products and brands that have a high probability of success. Their clients include Allstate, Cargill, ESPN, Hess, International Paper, Johnson & Johnson, Mohegan Sun, Procter & Gamble, Schering-Plough, and Unilever. Maddock, a frequent speaker at marketing and innovation conferences worldwide, is also coauthor of the "Innovation Engine" column on BusinessWeek.com. LUISA C. URIARTE is partner and Executive Vice President of Maddock Douglas where she oversees the insights and research functions for the firm. Luisa has more than twenty years of experience in managing research and marketing consulting projects of international scope. PAUL B. BROWN is a longtime contributor to the New York Times. A former editor and writer for BusinessWeek, Forbes, and Inc., Brown is the author or coauthor of numerous bestsellers, including Customers for Life, written with Carl Sewell, which has sold more than 1 million copies worldwide.

• Foreword ixAbout the Authors xiPART I Preparation and Strategy 1Chapter 1 The Innovation Paradox 3A Look at the Numbers 4And Then It Really Falls Apart 7Where Do We Go from Here? 9A Unique Process 10The Brand New Strategy 12Execution 13Chapter 2 Creating an Efficient and Effective Innovation Process 15The Big Three: How Does Industry-Changing Innovation Happen? 16Chapter 3 Circle #1: Finding the Need 25Insight First, Idea Second 26Narrowing Your Focus: Segmentation 30Be Insight Agnostic 38“It’s a wonderful need . . . just not for us.” 54When Searching for Needs, Keep These Things in Mind 56Chapter 4 Circle #2: Formulating the Idea 63Beginning the Process of Ideation 64Let Your Mind Diverge 72Filling the Idea Out 77Putting This to Work 79What Would ___ Do: Utilizing Points of Departure 80Converge: Distilling Concepts into Categories 83Concept Development 86Testing What You’ve Come up With 89An Ideation Creativity 12-Step Program 93Chapter 5 Circle #3: Successfully Communicating (and Profi ting from) What You Have Come Up With 95A Brilliant Idea Badly Communicated Becomes a Bad Idea 96Three and a Half Rules for Improving Your Communication Efforts 99Use Their Words as a Springboard 103Pay Attention When They Speak 107Remember, Your Story May Not Be Their Story 110“Huh?”—Clearly Saying What You Mean 111Going Commercial (or you will never make any money if you can’t explain what you have) 113How to Utilize Social Media: Changing the Game for the Better 116Mastering Communication 122Chapter 6 Constructing Your Innovation “Portfolio” 125Diversifying Your Innovation “Investments” 125The Four Classes of Innovation 127How to Divide Up Your Innovation “Assets” 132Tactics to Increase Your Success 136Budgeting in Your Innovation “Portfolio” 138PART II Tools and Tactics 141Chapter 7 Getting Outside the Jar: How to Infuse Outside Experts into Your Innovation Process 143Practical Wisdom 144Integration of the Left and Right Brain of an Organization 154Idea “Parents” Wanted 156The Role of Outside Experts in Building Your Innovation Portfolio 157Chapter 8 Sustainable Innovation: Creating (and Profi ting) from a Green, White Space 163Delivering on Needs and Making a Difference 164Three Reasons to Find the Green Space 165Steps toward Integrating Sustainability into Your Innovation Process 169Actions Speak Louder than Words 174The 5 Cs of Sustainable Innovation 175Chapter 9 Introducing “The Innovation Power Score” — A Method for Measuring the Potential of Your Innovation 179The Insight Score 181The Idea Score 187The Communication Score 191Conclusion 194Three “Frequently Asked Questions” on the Advantages of the IPS 197Chapter 10 Investools: A Case Study in Putting Your Innovation Process to Work 201Investools’ Innovation Paradox 202If You Did It Once 208Conclusion 210Acknowledgments 211Index 213

G. MICHAEL MADDOCK is the founding partner and Chairman of Maddock Douglas (www.maddockdouglas.com) a ninety-person consulting firm whose mission is to conceptualize, design, build, and launch new products and brands that have a high probability of success. Their clients include Allstate, Cargill, ESPN, Hess, International Paper, Johnson & Johnson, Mohegan Sun, Procter & Gamble, Schering-Plough, and Unilever. Maddock, a frequent speaker at marketing and innovation conferences worldwide, is also coauthor of the "Innovation Engine" column on BusinessWeek.com. LUISA C. URIARTE is partner and Executive Vice President of Maddock Douglas where she oversees the insights and research functions for the firm. Luisa has more than twenty years of experience in managing research and marketing consulting projects of international scope. PAUL B. BROWN is a longtime contributor to the New York Times. A former editor and writer for BusinessWeek, Forbes, and Inc., Brown is the author or coauthor of numerous bestsellers, including Customers for Life, written with Carl Sewell, which has sold more than 1 million copies worldwide.

• Foreword ixAbout the Authors xiPART I Preparation and Strategy 1Chapter 1 The Innovation Paradox 3A Look at the Numbers 4And Then It Really Falls Apart 7Where Do We Go from Here? 9A Unique Process 10The Brand New Strategy 12Execution 13Chapter 2 Creating an Efficient and Effective Innovation Process 15The Big Three: How Does Industry-Changing Innovation Happen? 16Chapter 3 Circle #1: Finding the Need 25Insight First, Idea Second 26Narrowing Your Focus: Segmentation 30Be Insight Agnostic 38“It’s a wonderful need . . . just not for us.” 54When Searching for Needs, Keep These Things in Mind 56Chapter 4 Circle #2: Formulating the Idea 63Beginning the Process of Ideation 64Let Your Mind Diverge 72Filling the Idea Out 77Putting This to Work 79What Would ___ Do: Utilizing Points of Departure 80Converge: Distilling Concepts into Categories 83Concept Development 86Testing What You’ve Come up With 89An Ideation Creativity 12-Step Program 93Chapter 5 Circle #3: Successfully Communicating (and Profi ting from) What You Have Come Up With 95A Brilliant Idea Badly Communicated Becomes a Bad Idea 96Three and a Half Rules for Improving Your Communication Efforts 99Use Their Words as a Springboard 103Pay Attention When They Speak 107Remember, Your Story May Not Be Their Story 110“Huh?”—Clearly Saying What You Mean 111Going Commercial (or you will never make any money if you can’t explain what you have) 113How to Utilize Social Media: Changing the Game for the Better 116Mastering Communication 122Chapter 6 Constructing Your Innovation “Portfolio” 125Diversifying Your Innovation “Investments” 125The Four Classes of Innovation 127How to Divide Up Your Innovation “Assets” 132Tactics to Increase Your Success 136Budgeting in Your Innovation “Portfolio” 138PART II Tools and Tactics 141Chapter 7 Getting Outside the Jar: How to Infuse Outside Experts into Your Innovation Process 143Practical Wisdom 144Integration of the Left and Right Brain of an Organization 154Idea “Parents” Wanted 156The Role of Outside Experts in Building Your Innovation Portfolio 157Chapter 8 Sustainable Innovation: Creating (and Profi ting) from a Green, White Space 163Delivering on Needs and Making a Difference 164Three Reasons to Find the Green Space 165Steps toward Integrating Sustainability into Your Innovation Process 169Actions Speak Louder than Words 174The 5 Cs of Sustainable Innovation 175Chapter 9 Introducing “The Innovation Power Score” — A Method for Measuring the Potential of Your Innovation 179The Insight Score 181The Idea Score 187The Communication Score 191Conclusion 194Three “Frequently Asked Questions” on the Advantages of the IPS 197Chapter 10 Investools: A Case Study in Putting Your Innovation Process to Work 201Investools’ Innovation Paradox 202If You Did It Once 208Conclusion 210Acknowledgments 211Index 213