Most companies, if they solicit employee ideas at all, essentially just set up a suggestion box, which employees know from experience is where ideas go to die. So nothing happens. But innovation is not an option - it's the key to survival. And innovation needs new ideas. So where are those ideas going to come from? Using numerous examples, Robinson and Schroeder argue that the employees who interact directly with your customers, make your products, and provide your services are in the best position to see where problems exist and what improvements and new offerings would have the most impact.

PREFACE: CHAPTER 1: the Power in front-line ideas The Clarion-Stockholm Hotel The Impact of Front-Line Ideas: The 80/20 Principle Creating an Idea-Driven Organization Why Are Idea-Driven Organizations So Rare? Realigning the Organization for Ideas Effective Idea Processes Getting More and Better Ideas Idea Systems and Innovativeness CHAPTER 2: A DIFFERENT KIND OF LEADERSHIP Why Leaders Are Often Blind to Front-line Ideas Fighting Back Key Points CHAPTER 3: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: STRATEGY, STRUCTURE AND GOALS Strategy and Goal Alignment Structuring For Ideas Key Points CHAPTER 4: ALIGNING THE ORGANIZATION TO BE IDEA-DRIVEN: MANAGEMENT SYSTEMS Budgeting and Resourcing the Idea Process Aligning Policies and Rules Aligning Processes and Procedures Aligning Evaluation and Reward Systems Conclusion Key Points CHAPTER 5: HOW EFFECTIVE IDEA PROCESSES WORK The Kaizen Teian Process Team-Based Processes Facilitation Escalation The Electronic Suggestion Box Trap Key Points CHAPTER 6: IMPLEMENTing A HIGH-PERFORMING IDEA SYSTEM Step 1. Ensure The Leadership Understands That A High-Performing Idea System Is A Long-Term Initiative To Create Significant Strategic Capabilities Step 2. Form and train the team that will design and implement the system Step 3. Assess the organization from an idea-management perspective Step 4. Design the idea system Step 5. Start correcting misalignments Step 6. Conduct a pilot test Step 7. Assess the pilot results, make adjustments, and prepare for the launch Step 8. Roll out the system organization-wide Step 9. Continue to improve the system. Key Points CHAPTER 7: HOW TO GET MORE AND BETTER IDEAS Problem-Finding Creating a Problem-Sensitive Organization Key Points CHAPTER 8: FRONT-LINE IDEAS AND INNOVATION Innovations Often Need Front-Line Ideas to Work Front-line Ideas Create Capabilities That Enable Innovations Front-line Ideas Can Transform Routine Innovations into Major Breakthroughs Front-Line Ideas Can Open Up New Opportunities for Innovation Setting Up an Idea System Removes Many of the Barriers to Innovation Bringing It All Together Conclusion Key Points Notes Acknowledgments Index About the Authors