The broad scope of innovation e.g. n Design, n Invention, n High technology manufacturing, n e- businesses.

The tools of entrepreneurship e.g. n Venture capital, n Protecting and valuing intellectual property, n Sources of innovative ideas.

The psychology of innovation: n Why change is commonly perceived as a threat, rather than an opportunity, n The psychology of perception; how we all perceive a new concept in a unique manner, depending on our existing knowledge of the world.

Communities of Practice Groups that gather around a common topic for which they share a passion.

Case studies, looking at innovation and new product development from different stakeholder perspectives e.g. the viewpoints of n Shareholders-maintaining their trust and support n Accountancy-ensuring financially prudent innovation n Marketing-the importance of customer involvement n Purchasing-the importance of supplier involvement n Personnel- training/selling innovation to the older employee n The external inventor-How do we assess proposals from outsiders?

Adding an innovation flavour to traditional management techniques e.g. n Risk assessment, n Time & resource planning, n Cost planning & control.

The term Jeremiah is commonly used to describe a dismal prophet. Here we are using the term more specifically to describe the prophets of doom within organisations who specialise in the art of destroying innovative ideas. Their opening gambits in any workplace debate on a proposed innovation include,

"It's a good idea but …."

"Well if your prepared to take responsibility if it all goes wrong then ….."

"I like your idea but Jones in Accounts is bound to say …….., so we would just be wasting our time."

Jeremiahs' have the existing practices and customs in their favour and are perhaps the greatest threat to innovation within an organisation.

Managers need to be aware of the fundamental difference between Incremental Innovation and Radical Innovation, if they are to implement innovative change effectively.

Incremental innovation refers to the small everyday changes that occur in any thriving workplace. Radical innovation typically involves major changes and short term inconvenience for many people. Good managers are expected to make minor decisions without dithering but making snap decisons on radical issues, without taking time to think through the consequences, in order to look decisive can be disastrous. The table below contrasts the characteristics of good incremental and good radical decision making.

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