當前的產業與經濟情勢，越來越密集的新技術開發與運用，正在發揮其基本性作用 – 轉動產品生命週期越趨加速。過去成功的企業，已經無法在舒適的環境中坐享成功。隨著越來越加劇的市場競爭力道，為了保持競爭力，今日的企業不僅僅只是提供產品或服務，還要比競爭對手更好或更便宜：他們必須時時刻刻為商品增加新的功能，更為迅速地提高性能和降低價格。
企業面對目前市場挑戰的因應之道是保持領先一步，這個看似簡單的概念，做起來卻不容易，因為所有能用的手段都用上了 – 無所不用其極地降低成本、商業流程重整提高效率、競逐式地發展產品差異化、開發全新的市場、為了成長發展風險投資策略…等。在執行了所有能做的策略後，市場上的廝殺依然慘烈，因為你做的努力，你的競爭對手也做了，結果這沒能讓你領先半步，大家又回到了原點。
其實，這個困境是有解決方案的，創新或許就是個答案。只是，創新有助於企業競爭力，可說是人盡皆知，但企業界業主與從業人員，往往認為創新人才難尋、創新需要天才的靈機一閃、創新沒有方法、創新是研發部門的事…等偏見而疏於創新；部份企業，無法釐清創新與研發的分野，認為研發就是創新，將創新資源劃入研發部門，讓創新行動得不到應得的資源滋養；大部份企業，縱有創新行動，也都偏重在技術創新(Technology Innovation)，卻往往造成「技術領先需求」，真正的顧客需求卻沒有被滿足，未能實踐科技始終來自於人性的真諦。
本研究之主要目的，是將《哈佛商業評論》期刊上具學術價值，且具有實務應用可行性之創新思維，整理成可操作之元件。同時透過筆者在業界的觀察，歸納企業界創新實務，透過系統思考之思維方式，互補各別之不足，推演出問題與因素間的互動環路，嘗試由滿足顧客價值主張切入且在企業有利潤的狀況下，找出企業關鍵資源與流程之缺口，做為創新行動發起之方向。筆者並整理各類創新類型以供應用，接著如何運用FAST技巧，以快速地獲得創新成果，提出組織變革在創新行動前後，對創新發起與落實之影響，最後整理歸納上述行動，以找出有效率的創新實用(Practice)方法，推演、創造出創新發展方法論，以供企業界推動創新行動時的實務運用參考。

Under the current industry and economic conditions, strong intensive development and application of new technologies which are leading to the result –shorten the product life cycles. Those companies succeed in the past, can no longer sit back and enjoy the success in a comfortable environment. Result from the intensive market competition, enterprise nowadays is not just providing products or services, but need to make it better and cheaper than competitors: “they must add on new features, better performance and lower prices on offering all the time.”
Enterprises face the challenge; the solution they think is how to keep one step ahead than its competitors.. It seems a simple concept but not easy to do as most of ways have been adopted - reduce costs in every possible area, business process reengineering to be efficiency, contest to develop product differentiation, develop new markets, risk investment strategy for growth and development ... etc. After implementing all the strategies, the competition still be fierce as what you have done, your competitors do it too. Finally, you do not make yourself one step ahead., but back to the starting point.
Nevertheless, this challenge has solution; innovation may be the answer. It is not a secret that the innovation can create the differentiation. However, business owners and its employees tend to believe that it is hard to find the talents, innovation is created from a flash of genius, there is no way of innovation, innovation is a R&D matter ... and other prejudice. All these lead them not focus on innovation. Also, some of the enterprise are unable to clarify the distinction between innovation and R & D. The misconception of R & D which is equal to the innovation limits the development of innovation supported with the proper resource. Some of the enterprise does spend resource on innovation activity, but mainly focus on technology innovation. This often results in "leadership of technology demand", but generally customer demands are not met.. It does not comply with the concept of the technology always comes from the essence of human nature.
The main purpose of the research is to consolidate the articles published on HBR which has great academic value and practical innovation thinking into the workable elements, plus the author observation in the industry, combine them together as business innovation practice. Through system thinking, supplement the insufficient of the individual, identify problems and the factors of interactive loop, trying to meet with customer value proposition with profitability. In this research, Author also identifies the enterprise major resources and processes of gap as the direction of innovation activity.
Author also generates various innovation type for implementation, plus using FAST skills effectively get innovation results. Author observes the impact of organization transformation before and after toward innovation activities. Lastly, based on the actions above to identify the practical innovation method, inference and create Innovation Development Methodology as reference to help enterprise on innovation activities.

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