This book provides an understanding of innovation models and why they are important in the business context, and considers sources of innovation and how to apply business frameworks using real-world examples of innovation-led businesses.
After providing a solid background to the key concepts related to innovation models, the book looks at why innovation takes place and where the sources of innovation lie, from corporate research to crowd-sourced and government-funded initiatives. Innovation models across manufacturing, services and government are explored, as well as measuring innovation, and the impact of design thinking and lean enterprise principles on innovation and sustainability-driven imperatives.
Offering a truly comprehensive and global approach, Business Innovation should be core or recommended reading for advanced undergraduate, postgraduate, MBA and Executive Education students studying Innovation Management, Strategic Management and Entrepreneurship.
About the Author: Vijay Pandiarajan is a faculty member of the Technology & Operations department at the Ross School of Business, The University of Michigan, Ann Arbor, Michigan, USA. He focuses on teaching and researching Innovation and Technology. Before joining the Ross School faculty, he held leadership positions at various global companies, including at Accenture, Verizon, and Whirlpool Corporation. His educational highlights include a Sloan Fellows MBA degree from the Massachusetts Institute of Technology (MIT) Sloan School of Management, USA, with a focus on Technology and Innovation; a PhD in Industrial Engineering from the West Virginia University, USA; a Master's degree in Aircraft Production Technology from the Indian Institute of Technology, Madras, India; and a bachelor's degree with Honors in Mechanical Engineering from the University of Madras, Chennai, India. He built Jaguar fighter planes at Hindustan Aeronautics Ltd, collaborating with British Aerospace, Safran (previously Turbomeca), and Rolls Royce before pursuing his doctoral studies.
