Research shows people like new products and services. Indeed  they go out of their way to try to find them. Yet companies are truly terrible at providing new products and services that meet these customers needs.

Why are companies so bad at giving customers what they want? Because they lack a simple proven process that makes sure innovation occurs efficiently time after time.

No one knows this better than Mike Maddock and his team at Maddock Douglas, the Agency of Innovation, which has worked closely with more than a quarter ofFortune 100.

To solve the innovation paradox, Maddock explains the process his team has used to help the worlds best companies and shows you  how to

What has worked for some of the worlds most successful companies, when it comes to innovation, will work for you. Start putting the lessons ofBrand New to work for youbefore the competition does.

G. MICHAEL MADDOCK is the founding partner and Chairman of Maddock Douglas (www.maddockdouglas.com) a ninety-person consulting firm whose mission is to conceptualize, design, build, and launch new products and brands that have a high probability of success. Their clients include Allstate, Cargill, ESPN, Hess, International Paper, Johnson& Johnson, Mohegan Sun, Procter& Gamble, Schering-Plough, and Unilever. Maddock, a frequent speaker at marketing and innovation conferences worldwide, is also coauthor of the "Innovation Engine" column on BusinessWeek.com.

LUISA C. URIARTE is partner and Executive Vice President of Maddock Douglas where she oversees the insights and research functions for the firm. Luisa has more than twenty years of experience in managing research and marketing consulting projects of international scope.

PAUL B. BROWN is a longtime contributor to theNew York Times. A former editor and writer forBusinessWeek,Forbes, andInc., Brown is the author or coauthor of numerous bestsellers, includingCustomers for Life, written with Carl Sewell, which has sold more than 1 million copies worldwide.

Foreword ix

About the Authors xi

PART I Preparation and Strategy 1

Chapter 1 The Innovation Paradox 3

A Look at the Numbers 4

And Then It Really Falls Apart 7

Where Do We Go from Here? 9

A Unique Process 10

The Brand New Strategy 12

Execution 13

Chapter 2 Creating an Efficient and Effective Innovation Process 15

The Big Three: How Does Industry-Changing Innovation Happen? 16

Chapter 3 Circle #1: Finding the Need 25

Insight First, Idea Second 26

Narrowing Your Focus: Segmentation 30

Be Insight Agnostic 38

 Its a wonderful need . . . just not for us. 54

When Searching for Needs, Keep These Things in Mind 56

Chapter 4 Circle #2: Formulating the Idea 63

Beginning the Process of Ideation 64

Let Your Mind Diverge 72

Filling the Idea Out 77

Putting This to Work 79

What Would ___ Do: Utilizing Points of Departure 80

Converge: Distilling Concepts into Categories 83

Concept Development 86

Testing What Youve Come up With 89

An Ideation Creativity 12-Step Program 93

Chapter 5 Circle #3: Successfully Communicating (and Profi ting from) What You Have Come Up With 95

A Brilliant Idea Badly Communicated Becomes a Bad Idea 96

Three and a Half Rules for Improving Your Communication Efforts 99

Use Their Words as a Springboard 103

Pay Attention When They Speak 107

Remember, Your Story May Not Be Their Story 110

Huh?Clearly Saying What You Mean 111

Going Commercial (or you will never make any money if you cant explain what you have) 113

How to Utilize Social Media: Changing the Game for the Better 116

Mastering Communication 122

Chapter 6 Constructing Your Innovation Portfolio 125

Diversifying Your Innovation Investments 125

The Four Classes of Innovation 127

How to Divide Up Your Innovation Assets 132

Tactics to Increase Your Success 136

Budgeting in Your Innovation Portfolio 138

PART II Tools and Tactics 141

Chapter 7 Getting Outside the Jar: How to Infuse Outside Experts into Your Innovation Process 143

Practical Wisdom 144

Integration of the Left and Right Brain of an Organization 154

Idea Parents Wanted 156

The Role of Outside Experts in Building Your Innovation Portfolio 157

Chapter 8 Sustainable Innovation: Creating (and Profi ting) from a Green, White Space 163

Delivering on Needs and Making a Difference 164

Three Reasons to Find the Green Space 165

Steps toward Integrating Sustainability into Your Innovation Process 169

Actions Speak Louder than Words 174

The 5 Cs of Sustainable Innovation 175

Chapter 9 Introducing The Innovation Power Score A Method for Measuring the Potential of Your Innovation 179

The Insight Score 181

The Idea Score 187

The Communication Score 191

Conclusion 194

Three Frequently Asked Questions on the Advantages of the IPS 197

Chapter 10 Investools: A Case Study in Putting Your Innovation Process to Work 201

Investools Innovation Paradox 202

If You Did It Once 208

Conclusion 210

Acknowledgments 211

Index 213