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Book

Innovation Governance

How top management organizes and mobilizes for innovation

By Jean-Philippe Deschamps and Beebe Nelson

361 pages

Hardcover

Overview

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Overview

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Innovation governance is a hot topic in the business world. In a fast-paced business environment, the ability of corporate leaders to build purpose, direction, and focus for innovation is more important than ever.

In this book, the authors provide a framework for encouraging and focusing innovation by explaining what innovation governance is, the various models for governance and their advantages and disadvantages, how to assess and improve governance practices, and behavioral tactics for maximizing the effectiveness of governance.

It offers guidance for everyone from the boardroom through senior management, illustrating effective governance models with real case studies from a range of companies in the United States and Europe.

Addresses an important yet underappreciated skill for CEOs, board members, and top management.
Features real-world examples and case studies from a variety of business from around the world.
Written by an author team with hands-on experience in the subjects of innovation management, organizational learning, innovation leadership, organizational behavior, and individual leadership and teamwork.

Innovation governance is a sadly neglected topic in many organizations. This book offers vital guidance and real-world experience for building innovation into any business from the top down.

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Research Information & Knowledge Hub for additional information on IMD publications

Hardcover

eBook

You can also buy the book on Barnes & Nobles, Book Depository, Orell Füssli and Routledge.

Publisher

Jossey-Bass

ISBN

9781118588642

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Case Study

HP Amplify Impact A: Channeling partners for change

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HP Amplify Impact B: From launch to legacy

By Julia Katharina Binder and Heather Cairns-Lee
Case reference: IMD-2695

Summary

The B case outlines how, by early 2025, Isabella Phoenix's initial vision for HP's Amplify Impact sustainability program had grown into a global initiative involving 4,800 partners in 48 countries. The program surpassed its goals, enrolling 59 of HP partners vs. a 50 target and contributing to billions of dollars in sustainability-influenced sales. Key to its success were tools like a clear self-assessment, a rich resource hub and a focus on voluntary engagement rather than financial incentives building true partnerships instead of transactional relationships. Partners gained credibility and competitive advantage, and the program was supported strongly by HP leadership and recognized with major awards. However, as Phoenix and senior leaders prepared to leave the company, the program faced challenges: rising competitor initiatives, shifting political attitudes toward ESG and internal leadership transitions. The central question became whether HP could sustain and evolve Amplify Impact's momentum and values in this uncertain environment.

Reference IMD-2695

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

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HP Amplify Impact A: Channeling partners for change

By Heather Cairns-Lee Julia Katharina Binder and Valerie Keller-Birrer
Case reference: IMD-2681 ©2025

Summary

The A case in this two-part series outlines the challenges Isabella Phoenix faced in designing a global sustainability program for HP's vast network of channel partners in just 12 weeks with only one team member and limited resources. The initiative aimed to help embed sustainability in HP global partners' strategies, many of whom lacked the resources or expertise to tackle sustainability alone. Phoenix faced the dual challenge of inspiring internal buy-in and engaging thousands of independent partners many of them small or midsize businesses with limited capacity. The voluntary program, built around HP's Sustainable Impact priorities of climate action, human rights, and digital equity and community, aimed to educate and empower partners without relying on traditional financial incentives. Instead, it encouraged commitment through practical tools and self-assessments and integrating sustainability into commercial deals. Despite the absence of rebates or rewards, the program sought to transform HP's ecosystem into a purpose-driven movement, proving that shared values and long-term impact could unite a diverse, global network.

Reference IMD-2681

Organization Hewlett-Packard

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Sustainability

Leadership

Browse all topics

“We were so scared of our IPO”: Leaders Unplugged with former On-CEO Marc Maurer - IbyIMD

By Alyson Meister and Marc Maurer
in I by IMD

Summary

ON’s Marc Maurer shares how purpose, humility, and bold choices fueled the brand’s rise—from anti-metaverse to IPO—in this inspiring leadership talk.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

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Le P-DG a fait un burn-out. Et maintenant ?

By Jean-François Manzoni
in HBRFrance.fr 8 July 2025

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Organizational Behavior

Browse all topics

Poul Weihrauch - Mars CEO - Sustainable Growth

By Jean-François Manzoni
in I by IMD

Summary

Mars CEO Poul Weihrauch shares how long-term family ownership enables purpose-led leadership, sustainable growth, and ethical decision-making at scale.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Change Management

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Ethics

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Browse all topics