Effective team work is essential if innovation projects are to succeed. How to create high-performing innovation teams provides practical guidance and advice on how to create high-performing teams regardless of type or size of company, organization, or public institution. It offers the reader pivotal tools and insights to use in practice.

Both the theory and practice for creating high-performing innovation teams are discussed and new tools and insights are provided for managers, consultants, and academics. It answers the call for rapid innovation to respond to the increasingly changing market and to shorter product life cycles.

How to create high-performing innovation teams addresses specifically the factors that enable innovation work from the perspective of the organization, the innovation team, and its members. In addition to co-located innovation teams, the book also discusses the differences among global organizations and what to consider in the creation of global high-performing innovation teams.

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