Includes bibliographical references and index.

CONTENTSForeword PART I. WHAT IS PAYBACK? 1. Introduction What is Payback? The Characteristics of Cash. Indirect Benefits That Can Lead to Cash. Choosing the Optimal Model. The Innovation Business Models. Aligning and Leading.2. Cash and Cash Traps Cash and Cash Traps. The Cash Curve. Assessing risk. Cash traps. Concorde: A Cash Trap. iPod: A model cash curve. Cash in the Context of the Portfolio.3. Indirect Benefits That Can Lead to Cash Knowledge Acquisition. Product-specific Knowledge. Product-applicable Knowledge. Greenfield Knowledge. Sony CSL: The New Knowledge Acquisition Lab. Maximizing Cash Return on Knowledge. Knowledge as a Product. Brand Enhancement. Premium Prices and Higher Volume: How Samsung Built an Innovative Brand. Greater Acceptance: Moving into New Areas. Brand Transformation Is Not for the Faint of Heart. Ecosystem Strength. Preference. Exclusivity. Standards. The Risks of Innovating for Ecosystem Strength. Organizational Vitality. Confidence. Attractiveness. Innovation Projects That Can Build Confidence. Translating Organizational Benefit Into Cash. Achieving a Balance of Cash and Indirect Benefits.II. CHOOSING THE OPTIMAL MODEL 4. The Integrator The Payback and Indirect Benefits of Integration. ECCO: A Little Integrator. Optimal Conditions for Payback from Integration. Seagate: A Large Scale Integrator. Requirements for Success in Integration. Polaroid: The Rise and Fall of a Fabled Integrator. The Necessary Role of Integrators.5. The Orchestrator Orchestration Is Not Outsourcing. The Tablet PC: An Unusual Form of Orchestration. Conditions When Orchestration Warrants Consideration. The Payback and Indirect Benefits of Orchestration. Whirlpool Discovers the Upside (and Downside) of Orchestration. Orchestration Is the Riskiest Model.6. The Licensor The Misunderstood Model. Dolby: A Brilliantly Innovative Licensor. Conditions When Licensing Makes Sense. The Payback and Indirect Benefits of Licensing. The Risks of Licensing. Qualcomm: Smart Choice and Change of Model.III. ALIGNING & LEADING FOR PAYBACK 7. Aligning Citigroup: Alignment as a Series of Small Steps. How Companies Align. Individual Responsibility Unit Responsibility. Company-wide Responsibility. Conducive Conditions. Openness. Measurement. BMW: An Almost Perfect Alignment.8. Leading¿ Convincing an Organization That Innovation Matters. Communications. Daily Activities. Allocating Resources. Choosing the Innovation Business Model. Focusing on the Right Things. Reshaping Dynasties. Putting the Right People in the Right Place. Encouraging and Modeling Risk-Taking.Afterword: Taking Action Acknowledgements Notes Index .