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Argues that to innovate is the only sure‐fire way to ensure long‐term stability, satisfy shareholder growth goals, maximize employee happiness, and stay at the forefront of industry. Identifies the contrarian views and guiding principles which are embraced by successfully innovative companies. Devises a process, involving five clearly‐defined stages, to assist in new product development.

On‐line update combines a bibliography of recent on‐line articles with a search example from a data base producer or an on‐line system vendor.

The purpose of our research is to explore how rewards serve to fuel a collaborative culture, energize and motivate team members and nurture innovation.

In total, 30 in-depth, qualitative interviews were conducted with executives – high-tech, low-tech and no-tech.

The following findings emerged from the field research: rewards can be both financial, such as bonuses and incentives, and non-financial, such as extra vacations or other gifts. Huge internal personal benefits accrue from setting up a reward structure, including increased pride, peer recognition, higher self-confidence, greater job satisfaction and enhanced self-accomplishment. When we recognize others, it can impact an individual's self-worth on a profound level. It is described as feedback that sinks into the core.

Three milestones have been outlined throughout the innovation process where opportunities for recognition can exist: upon recognizing insights for identifying a problem, after understanding and overcoming difficulties encountered during creative solution generation and when recognizing and activating the benefits accrued from pinpointing solutions to the problem.

This issue is a selected bibliography covering the subject of leadership.

With more and more software on the market, how can you tell what's right for you? Here's an annotated guide that takes the strategist past price and platform for a look at applications and utility.