Mikael Johnsson earned his PhD 2016 at Blekinge Institute of Technology, where he developed knowledge on innovation team and factors enabling innovation team’s work. As a result, he developed methodologies and knowledge regarding how to create high-performing innovation teams. Currently, his research is on the implementation of innovation teams in various organizations, collaborating with consultancy firms while doing so. Additionally, his research is extended to explore how to create distributed high-performing innovation teams, which he does in collaboration with large global companies. Based on his research, he published the book “High-performing innovation teams – step by step” in 2018, which is a hands-on book in Swedish on how to plan for and create innovation teams that have the potential to become high-performing. Mikael is also lecturing at Mälardalen University, where he teaches in product development, mainly on master level, using innovation management- and the design thinking-perspective as core. Alongside his academic work, Mikael is also a management consultant, with innovation management as his main field, supporting organizations to develop their knowledge on how innovation teams can be created that take responsibility for, and are independently active in developing products and services within the organisation they work for. In addition to the theoretical knowledge that Mikael has gained, he also has practical experience. He started developing his own products back in 2002. He has several products on the market and filed a few patents in various product fields as well.

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• Index Prologue 1. Introduction and background Reading instructions The purpose of this book – a guideline and hands-on methodology Innovation – do or die Planning your innovation portfolio Incremental and radical innovation The danger of too slim organizations Shorter and shorter Product life cycles are – speed up innovation work Innovate for the future The group development process and its problems – waste of time Team building the right way Group or team – it’s not the same! Know the difference The group development process: forming, storming, norming, performing, and dissolving Creating high-performing innovation teams - a methodology Summary Questions for reflection and discussion: Management-, Team- and Team member perspective 2. Organizational conditions for innovation work Innovation enablers – factors that enable innovation Innovation enablers in three perspectives – the organization, the team and the team members The innovation enablers effect innovation teams’ work Organizational structures and innovation teams Industrial or post-industrial structure affect innovation capabilities The innovation process – agile work for faster results Innovation work – not fuzzy and difficult, but more complex The facilitator – stimulating successful learning The facilitator – when and how to support the innovation team Summary Questions for reflection and discussion: Management-, Team- and Team member perspective 3. High-performing innovation teams in five steps Step 1 – ensuring management commitment and support Management is crucial for long term success Develop understanding on innovation and innovation teams The sponsor – key person with an important mission Be patient, it takes time Begin with a small project, to learn the methodology Setting directions – invitation to creativity Empowerment for innovation Step 2 – identification of convener Establish conditions for long term learning The convener is not a project manager The convener wants change, in collaboration Step 3 – preparation of the convener The role of the innovation facilitator Crash course – this is what to know about Creating the innovation team according to project focus Keep management and sponsor updated during preparation Manage change resistance If it stops - restart Step 4 – create the innovation team key persons – how to select team members Function before personality Criteria to fulfil by members The power of small innovation teams Multifunctional vs homogenous innovation teams – what’s the difference? Avoiding internal competition in innovation teams Effective communication for success The innovation team – a safe place Step 5 – Kick off Before kick off – a last check before take off Time for action Considering learning as an outcome On the kick off – how to prioritize activities Establishing the innovation team – norms and ways of working Getting to know each other – professionally and personally Common ownership and responsibilities – why it matters Setting innovation related goals and sub goals Breaking the rules – navigating in the organization Swearing the blood pact – let’s do this, full throttle After the kick off Summary Questions for reflection and discussion: Management-, Team- and Team member perspective 4. Innovation team's continued work The development of the innovation team – thing to watch out for Challenges for the newly created innovation team Avoiding isolation – Increasing collaboration for progress Questions for reflection and discussion: Management-, Team- and Team member perspective 5. Innovation teams in a global setting – working distributed Distributed high-performing innovation teams in global companies Challenges for global companies conducting distributed innovation work Questions for reflection and discussion: Management-, Team- and Team member perspective

Mikael Johnsson earned his PhD 2016 at Blekinge Institute of Technology, where he developed knowledge on innovation team and factors enabling innovation team’s work. As a result, he developed methodologies and knowledge regarding how to create high-performing innovation teams. Currently, his research is on the implementation of innovation teams in various organizations, collaborating with consultancy firms while doing so. Additionally, his research is extended to explore how to create distributed high-performing innovation teams, which he does in collaboration with large global companies. Based on his research, he published the book “High-performing innovation teams – step by step” in 2018, which is a hands-on book in Swedish on how to plan for and create innovation teams that have the potential to become high-performing. Mikael is also lecturing at Mälardalen University, where he teaches in product development, mainly on master level, using innovation management- and the design thinking-perspective as core. Alongside his academic work, Mikael is also a management consultant, with innovation management as his main field, supporting organizations to develop their knowledge on how innovation teams can be created that take responsibility for, and are independently active in developing products and services within the organisation they work for. In addition to the theoretical knowledge that Mikael has gained, he also has practical experience. He started developing his own products back in 2002. He has several products on the market and filed a few patents in various product fields as well.

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• Index Prologue 1. Introduction and background Reading instructions The purpose of this book – a guideline and hands-on methodology Innovation – do or die Planning your innovation portfolio Incremental and radical innovation The danger of too slim organizations Shorter and shorter Product life cycles are – speed up innovation work Innovate for the future The group development process and its problems – waste of time Team building the right way Group or team – it’s not the same! Know the difference The group development process: forming, storming, norming, performing, and dissolving Creating high-performing innovation teams - a methodology Summary Questions for reflection and discussion: Management-, Team- and Team member perspective 2. Organizational conditions for innovation work Innovation enablers – factors that enable innovation Innovation enablers in three perspectives – the organization, the team and the team members The innovation enablers effect innovation teams’ work Organizational structures and innovation teams Industrial or post-industrial structure affect innovation capabilities The innovation process – agile work for faster results Innovation work – not fuzzy and difficult, but more complex The facilitator – stimulating successful learning The facilitator – when and how to support the innovation team Summary Questions for reflection and discussion: Management-, Team- and Team member perspective 3. High-performing innovation teams in five steps Step 1 – ensuring management commitment and support Management is crucial for long term success Develop understanding on innovation and innovation teams The sponsor – key person with an important mission Be patient, it takes time Begin with a small project, to learn the methodology Setting directions – invitation to creativity Empowerment for innovation Step 2 – identification of convener Establish conditions for long term learning The convener is not a project manager The convener wants change, in collaboration Step 3 – preparation of the convener The role of the innovation facilitator Crash course – this is what to know about Creating the innovation team according to project focus Keep management and sponsor updated during preparation Manage change resistance If it stops - restart Step 4 – create the innovation team key persons – how to select team members Function before personality Criteria to fulfil by members The power of small innovation teams Multifunctional vs homogenous innovation teams – what’s the difference? Avoiding internal competition in innovation teams Effective communication for success The innovation team – a safe place Step 5 – Kick off Before kick off – a last check before take off Time for action Considering learning as an outcome On the kick off – how to prioritize activities Establishing the innovation team – norms and ways of working Getting to know each other – professionally and personally Common ownership and responsibilities – why it matters Setting innovation related goals and sub goals Breaking the rules – navigating in the organization Swearing the blood pact – let’s do this, full throttle After the kick off Summary Questions for reflection and discussion: Management-, Team- and Team member perspective 4. Innovation team's continued work The development of the innovation team – thing to watch out for Challenges for the newly created innovation team Avoiding isolation – Increasing collaboration for progress Questions for reflection and discussion: Management-, Team- and Team member perspective 5. Innovation teams in a global setting – working distributed Distributed high-performing innovation teams in global companies Challenges for global companies conducting distributed innovation work Questions for reflection and discussion: Management-, Team- and Team member perspective

Mikael Johnsson earned his PhD 2016 at Blekinge Institute of Technology, where he developed knowledge on innovation team and factors enabling innovation team’s work. As a result, he developed methodologies and knowledge regarding how to create high-performing innovation teams. Currently, his research is on the implementation of innovation teams in various organizations, collaborating with consultancy firms while doing so. Additionally, his research is extended to explore how to create distributed high-performing innovation teams, which he does in collaboration with large global companies. Based on his research, he published the book “High-performing innovation teams – step by step” in 2018, which is a hands-on book in Swedish on how to plan for and create innovation teams that have the potential to become high-performing. Mikael is also lecturing at Mälardalen University, where he teaches in product development, mainly on master level, using innovation management- and the design thinking-perspective as core. Alongside his academic work, Mikael is also a management consultant, with innovation management as his main field, supporting organizations to develop their knowledge on how innovation teams can be created that take responsibility for, and are independently active in developing products and services within the organisation they work for. In addition to the theoretical knowledge that Mikael has gained, he also has practical experience. He started developing his own products back in 2002. He has several products on the market and filed a few patents in various product fields as well.

Select Guide Rating

• Index Prologue 1. Introduction and background Reading instructions The purpose of this book – a guideline and hands-on methodology Innovation – do or die Planning your innovation portfolio Incremental and radical innovation The danger of too slim organizations Shorter and shorter Product life cycles are – speed up innovation work Innovate for the future The group development process and its problems – waste of time Team building the right way Group or team – it’s not the same! Know the difference The group development process: forming, storming, norming, performing, and dissolving Creating high-performing innovation teams - a methodology Summary Questions for reflection and discussion: Management-, Team- and Team member perspective 2. Organizational conditions for innovation work Innovation enablers – factors that enable innovation Innovation enablers in three perspectives – the organization, the team and the team members The innovation enablers effect innovation teams’ work Organizational structures and innovation teams Industrial or post-industrial structure affect innovation capabilities The innovation process – agile work for faster results Innovation work – not fuzzy and difficult, but more complex The facilitator – stimulating successful learning The facilitator – when and how to support the innovation team Summary Questions for reflection and discussion: Management-, Team- and Team member perspective 3. High-performing innovation teams in five steps Step 1 – ensuring management commitment and support Management is crucial for long term success Develop understanding on innovation and innovation teams The sponsor – key person with an important mission Be patient, it takes time Begin with a small project, to learn the methodology Setting directions – invitation to creativity Empowerment for innovation Step 2 – identification of convener Establish conditions for long term learning The convener is not a project manager The convener wants change, in collaboration Step 3 – preparation of the convener The role of the innovation facilitator Crash course – this is what to know about Creating the innovation team according to project focus Keep management and sponsor updated during preparation Manage change resistance If it stops - restart Step 4 – create the innovation team key persons – how to select team members Function before personality Criteria to fulfil by members The power of small innovation teams Multifunctional vs homogenous innovation teams – what’s the difference? Avoiding internal competition in innovation teams Effective communication for success The innovation team – a safe place Step 5 – Kick off Before kick off – a last check before take off Time for action Considering learning as an outcome On the kick off – how to prioritize activities Establishing the innovation team – norms and ways of working Getting to know each other – professionally and personally Common ownership and responsibilities – why it matters Setting innovation related goals and sub goals Breaking the rules – navigating in the organization Swearing the blood pact – let’s do this, full throttle After the kick off Summary Questions for reflection and discussion: Management-, Team- and Team member perspective 4. Innovation team's continued work The development of the innovation team – thing to watch out for Challenges for the newly created innovation team Avoiding isolation – Increasing collaboration for progress Questions for reflection and discussion: Management-, Team- and Team member perspective 5. Innovation teams in a global setting – working distributed Distributed high-performing innovation teams in global companies Challenges for global companies conducting distributed innovation work Questions for reflection and discussion: Management-, Team- and Team member perspective