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Preface; Content; Intended Readership; Contents; Authors; Part I: Theoretical Foundations; Chapter 1: Why Innovate?; 1.1 Introduction; 1.1.1 What Is Innovation?; 1.1.2 Why Is Innovation Leadership an Important Organizational Directive?; 1.1.3 When Is Innovation Necessary?; 1.2 Framing Innovation; 1.2.1 Innovation Is a Team Sport; 1.2.2 Problem Identification, Not Just Problem Solving; The Power of Innovation Process; 1.2.3 Divergent and Convergent Modes of Thinking; 1.3 The Steps in an Innovation Process; 1.4 Classes of Innovation Challenges; 1.5 A Departure from ``Business as Usuaĺ́
1.5.1 Risk and Failure1.6 The Need for an Innovation Ecosystem; References; Chapter 2: The Innovation Ecosystem; 2.1 Why an Innovation Ecosystem?; 2.1.1 An Overview of the Ecosystem of Innovation; 2.1.2 Entities That Make up the Ecosystem; 2.1.3 Relationships That Foster Innovation; 2.1.4 The Innovation Cycle; 2.1.5 Layers for Innovation in the Ecosystem; 2.1.6 Innovation Cultures and Behaviors; How Google Started Within the Stanford Community Ecosystem; 2.2 Measuring the Innovation Ecosystem; 2.2.1 Measurement as Part of the Innovation Ecosystem; 2.2.2 Measurement as a Strategic Tool.
2.2.3 Measurement in an Ecosystem of Several Interacting Subsystems2.2.4 Challenges for Creating Appropriate Innovation Measurement; 2.2.5 Measurement of the Elements of the Innovation Cycle; 2.2.6 Vital and High Priority Indicators; 2.2.7 The Measurement Dashboard: A Strategic Navigation Tool; 2.2.8 Conclusions; References; Chapter 3: Innovation Leadership: A New Kind of Leadership; 3.1 Introduction; 3.2 Next Generation Leadership; 3.2.1 Innovation Leadership as a Modality; Adam Lowry and Eric Ryan From Method; Leila Janah and SamaSource.
3.2.2 Innovation Leadership as Maximizing Innovation Capacity3.2.3 Innovation Leadership as a Mindset; 3.3 The Duality of Innovation Expertise and Leadership; 3.3.1 The Innovation Matrix; 3.3.2 Pathways Through the Innovation Matrix; 3.4 Amplifying Innovation Capacity; 3.4.1 Level 1 Expertise+Class A Challenges [Challenge Class A is the ``Implementation or Adaptation Type Problems]́́ (Fig. 3.8); 3.4.2 Level 2 Expertise+Class B Challenges [Challenge Class B is ``Open-Ended Medium-Scale Design Challenges]́́ (Fig. 3.9).
3.4.3 Level 3 Expertise+Class B Challenges [Challenge Class B is ``Open Ended Medium Scale Design Challenges]́́ (Fig. 3.10)3.4.4 Level 4 Expertise+Class C Challenges [Challenge Class C is ``Scaled Transformation Challenges]́́ (Fig. 3.11); 3.5 Innovation Capacity as a Key Organizational Attribute; 3.6 Conclusions: Implications for the Education Sector; References; Chapter 4: A New Kind of University; 4.1 Introduction; 4.2 A New Paradigm for Creating Innovation Leaders; 4.3 The Transformation Imperative: How Higher Education Must Change.
1.5.1 Risk and Failure1.6 The Need for an Innovation Ecosystem; References; Chapter 2: The Innovation Ecosystem; 2.1 Why an Innovation Ecosystem?; 2.1.1 An Overview of the Ecosystem of Innovation; 2.1.2 Entities That Make up the Ecosystem; 2.1.3 Relationships That Foster Innovation; 2.1.4 The Innovation Cycle; 2.1.5 Layers for Innovation in the Ecosystem; 2.1.6 Innovation Cultures and Behaviors; How Google Started Within the Stanford Community Ecosystem; 2.2 Measuring the Innovation Ecosystem; 2.2.1 Measurement as Part of the Innovation Ecosystem; 2.2.2 Measurement as a Strategic Tool.
2.2.3 Measurement in an Ecosystem of Several Interacting Subsystems2.2.4 Challenges for Creating Appropriate Innovation Measurement; 2.2.5 Measurement of the Elements of the Innovation Cycle; 2.2.6 Vital and High Priority Indicators; 2.2.7 The Measurement Dashboard: A Strategic Navigation Tool; 2.2.8 Conclusions; References; Chapter 3: Innovation Leadership: A New Kind of Leadership; 3.1 Introduction; 3.2 Next Generation Leadership; 3.2.1 Innovation Leadership as a Modality; Adam Lowry and Eric Ryan From Method; Leila Janah and SamaSource.
3.2.2 Innovation Leadership as Maximizing Innovation Capacity3.2.3 Innovation Leadership as a Mindset; 3.3 The Duality of Innovation Expertise and Leadership; 3.3.1 The Innovation Matrix; 3.3.2 Pathways Through the Innovation Matrix; 3.4 Amplifying Innovation Capacity; 3.4.1 Level 1 Expertise+Class A Challenges [Challenge Class A is the ``Implementation or Adaptation Type Problems]́́ (Fig. 3.8); 3.4.2 Level 2 Expertise+Class B Challenges [Challenge Class B is ``Open-Ended Medium-Scale Design Challenges]́́ (Fig. 3.9).
3.4.3 Level 3 Expertise+Class B Challenges [Challenge Class B is ``Open Ended Medium Scale Design Challenges]́́ (Fig. 3.10)3.4.4 Level 4 Expertise+Class C Challenges [Challenge Class C is ``Scaled Transformation Challenges]́́ (Fig. 3.11); 3.5 Innovation Capacity as a Key Organizational Attribute; 3.6 Conclusions: Implications for the Education Sector; References; Chapter 4: A New Kind of University; 4.1 Introduction; 4.2 A New Paradigm for Creating Innovation Leaders; 4.3 The Transformation Imperative: How Higher Education Must Change.