Deck 15: Collaborative Innovation

Question 1

Management that is __________ when mistakes are made kills initiative.

A) critical
B) encouraging
C) forgiving
D) punishing

Answer 1

critical

Question 2

To adapt, 3M has made ________ excellence a quest equal to its drive for organic growth.

A) operational
B) financial
C) technological
D) international

Answer 2

operational

Question 3

________ required the executive committee to identify and explore the most pressing issues that the company would face in coming years.

A) FrameworkS at Johnson & Johnson
B) Business development
C) Leadership
D) Government

Answer 3

FrameworkS at Johnson & Johnson

Question 4

Companies with an innovation mind-set view ________ as an opportunity to learn.

A) product development
B) problems
C) business seminars
D) teamwork

Question 5

Today, as never before, the forces of entrepreneurial spirit, economic globalization, and technological innovation converge to drive unyielding and unpredictable change.

Question 6

The key to a successful Pet Project Program is 100 percent ________ participation.

A) supplier
B) customer
C) employee
D) management

Question 7

At 3M, the hope is that sharing ________ will challenge and encourage 3Mers everywhere to find innovative solutions to customer problems.

A) profits
B) stocks
C) problems
D) success stories

Question 8

________ experience broadens perspectives, helping managers understand worldwide customer needs.

A) Value engineering
B) Quality control
C) International
D) Problem solving

Question 9

Process improvement initiatives are often the most ________ form of collaborative innovation.

A) competitive
B) successful
C) resource-intensive
D) sought after

Question 10

While many companies fall into the complacency trap, others recognize that to compete they must _______.

A) innovate
B) change
C) restructure
D) cut costs

Question 11

________ innovation is attractive because it changes the competitive rules, giving the transformation leader a dramatic competitive advantage.

A) Systematic
B) Technological
C) Transformational
D) Persistent

Question 12

________ and ________ inertia prevent managers from adapting to the evolving rules of a changing competitive game.

A) Supplier, customer
B) Logistical, transformational
C) Employee, shareholder
D) Cultural, strategic

Question 13

SC leaders therefore make it a practice to provide ________ to valued channel partners.

A) training
B) skills
C) cost reductions
D) expertise

Question 14

Companies that cultivate a culture capable of embracing constant change and mastering ________ can avoid the perils of complacency and achieve strong, sustained performance.

A) continuous improvement
B) supply chain management
C) business development
D) product design

Question 15

From its inception, 3M has been a/an ________.

A) cost cutter
B) hierarchical company
C) innovator
D) profit maker

Question 16

________ is focused less on things and more on ideas, collaboration, and expertise.

A) Globalization
B) Innovation
C) Management
D) IBM

Question 17

Supply chain innovation, by nature, involves a tremendous amount of ________.

A) management
B) experimentation
C) finances
D) people

Question 18

To survive, companies must ________ at the pace and scale of the marketplace.

A) compete
B) grow
C) innovate
D) globalize

Question 19

The best bet to avoid complacency and decline is to create a culture of _________.

A) cost cutting
B) team building
C) organizational learning
D) innovation

Question 20

The second path to innovation involves continuous, _________ improvements.

A) incremental
B) ethical
C) profitable
D) supply chain

Question 21

Incremental innovation strategies rely on creating a systemic capability.

Question 22

Even greater opportunities to create distinctive, hard-to-imitate advantage are available through SC collaboration.

Question 23

Honda estimates that every dollar invested in supplier development yields an 800 percent return.

Question 24

Regardless of a company's choice of innovation strategy, creating a learning organization is a real challenge.

Question 25

For most companies individual empowerment is the vehicle for driving collaboration.

Question 26

To be able to innovate, companies must constantly scan the environment, looking for trends and identifying disruptive technologies before these technologies change the competitive rules.

Question 27

Companies that pursue transformational innovation rarely become dependent on potential strategic breakthroughs.

Question 28

The need for constant innovation is confined to the four walls of the company.

Question 29

Fortunately, almost all companies possess the DNA to pursue relentless innovation and constant improvement.

Question 30

Due to their competitive potential, continuous improvement strategies are widely employed.

Question 31

Many collaborative pilot projects often yield desired results.

Question 32

To keep their new customers, companies must establish cultures of continuous improvement.

Question 33

Building the learning supply chain requires a governance infrastructure that makes ongoing collaboration among SC partners .

Question 34

The old saying "A chain is only as strong as its weakest link" is particularly true when it comes to innovation.

Question 35

Executive governance and supply chain advisory councils are being used to reduce the turf protection often encountered in SC innovation.

Question 36

Today's companies must learn to adapt, to create new markets, and to develop new customers.

Question 37

Enhancing an organization's innovation capacity is since it requires only a one time investment investments to build a culture of innovation.

Question 38

The forces of entrepreneurial spirit, economic globalization, and technological innovation hardly seem to be affecting the nature of competition.

Question 39

The Pet Project Program unleashed tremendous creative power but decreased the motivation and commitment of the entire materials department.
11. 3M recognizes that perpetuating a culture of innovation in a market where cost pressures are intense is a great impetus to its future.

Question 40

Once a company becomes complacent and vulnerable to competitive threats, it is to turn things around.

Question 41

What was the result of Nabisco's adoption of CPFR?

Question 42

Facing still competition from Toyota and Honda, GM massively discounted their cars which resulted in great success.

Question 43

Whether a company slides into complacency or becomes a learning organization begins with its attitude toward innovation.

Question 44

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By working together, sharing resources, companies can improve their own as well as the entire chain's

Question 45

What does the BP in Honda's supplier collaborative improvement stand for?

Question 46

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Joseph Schumpeter, the Austrian economist, coined the term in 1942 to describe the endless cycle of entrepreneurial innovation that makes existing companies obsolete.

Question 47

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itself creates cultural and structural impediments that hinder innovation.

Question 48

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innovation focuses on harvesting the benefits of a continuous flow of small improvement ideas.

Question 49

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Relying exclusively on innovation is a high-risk, high-potential-gain innovation strategy.

Question 50

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councils bridge strategic distances between a company and its SC partners.

Question 51

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leads to decline.

Question 52

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At 3M, is everyone's job.

Question 53

What is the advantage to be gained from collaborative problem solving? Explain with an example.

Question 54

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must take place everywhere and can be pursued through incremental or transformational strategies.

Question 55

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Dell, Toyota, and Wal-Mart have shown that it is possible to avoid the perils of

Question 56

At Dell, the company culture is permeated with the belief that the status quo is always good enough.

Question 57

What did Hayward Pool Products do to against Asian rivals and what did they gain form it?

Question 58

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already good products and processes is needed because all advantages are to protect.

Question 59

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Each new builds momentum for SC collaboration.

Question 60

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While each company pursues a different path to innovation, they all establish a to unleash people's curiosity and reward them for acting on their innovation impulses.

Question 61

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As business grows, it becomes increasingly necessary to responsibility and to encourage men and women to exercise their initiative.

Question 62

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Fast-cycle relies on collaboration.

Question 63

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programs often go beyond cost and quality to target cycle-time reduction, tailored services, and new product development.

Question 64

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While many companies fall into the trap, others recognize that to they must innovate.

Question 65

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innovation and relies on strategic breakthroughs in process or product technology.

Question 66

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Opportunities for collaborative innovation are almost

Question 67

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Constantly improving already good products and processes is needed because all are to protect.

Question 68

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Many companies prefer innovation to continuous improvement.

Question 69

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Hayward's ability to assembly lines, and capture market share caught the attention of other small manufacturers.

Question 70

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Opportunities to collaborate are almost , limited only by SC partners' willingness to try something new.

Question 71

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The lesson to be learned from the leading companies in supply chain is simple: Continued success requires

Question 72

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It's essential that a company has many people with if it is to continue to grow.
23. 3M expects its best engineers and scientists to openly share their to help colleagues with their own projects.