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E-grāmata: Innovation Paradox: Why Good Businesses Kill Breakthroughs and How They Can Change

3.67/5 (72 ratings by Goodreads)
  • Formāts: 240 pages
  • Izdošanas datums: 30-Jun-2014
  • Izdevniecība: Berrett-Koehler
  • Valoda: eng
  • ISBN-13: 9781609945558
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  • Formāts: 240 pages
  • Izdošanas datums: 30-Jun-2014
  • Izdevniecība: Berrett-Koehler
  • Valoda: eng
  • ISBN-13: 9781609945558
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From the bestselling authors of Making Innovation Work (30,000 copies sold and translated into ten languages) comes a book that questions everything about how organizations innovate. Key takeaway: classical business management and corporate structures by their very nature will kill, not create, breakthroughs. The authors describe a new kind of organization--the startup corporation--that will make established companies as innovative as startups-- Questioning everything about how organizations innovate, argues that companies must break the bonds of operational thinking in order to be successful, using the examples of such companies as Google, Pfizer, Sony, and Apple. Questioning everything about how organizations innovate, the best-selling authors of Making Innovation Work, researching such companies as Google, Pfizer, Nike, Sony, Apple and General Motors, reveal that in order to be successful, companies must break the bonds of operational thinking.
Preface ix
1 What is The Innovation Paradox?
1(26)
Incremental and Breakthrough Innovation
4(8)
Top-Down and Bottom-Up Innovation
12(2)
Managing for Strategic Discoveries
14(7)
The Startup Corporation
21(3)
The Truth about the Innovation Paradox
24(3)
2 The Benefits and Limits of The Business Unit
27(18)
The Benefits of Business Units
30(7)
The Limits of Business Units
37(5)
Business Units, Functional Structure, and Breakthrough Innovation
42(3)
3 The Success of Startups
45(22)
Copy and Combine from Others
46(4)
Learn as Quickly and as Cheaply as Possible
50(3)
Manage Risk Effectively
53(2)
Govern Transparently
55(2)
Execute
57(1)
Learning from the Activities of Startup Innovation
58(3)
Learning from the Creation of Science
61(6)
4 The Startup Corporation The New Kid on The Block
67(29)
Beyond the Success of Startups
69(4)
Adopting the Strengths of Startups
73(6)
Stage One: Inspire
79(2)
Stage Two: Attract
81(3)
Stage Three: Combine
84(3)
Stage Four: Learn
87(2)
Stage Five: Leverage
89(4)
Stage Six: Integrate
93(3)
5 Implementing The Startup Corporation
96(29)
Solutions for Inspiring
97(6)
Solutions for Attracting
103(8)
Solutions for Combining
111(4)
Solutions for Learning
115(3)
Solutions for Leveraging
118(2)
Solutions for Integrating
120(5)
6 Overcoming The Innovation Paradox Designing the Startup Corporation
125(17)
Managing Breakthrough Innovation Projects
126(2)
Inspiring the Startup Corporation
128(2)
Attracting Ideas into the Startup Corporation
130(3)
Combining the Pieces of the Startup Corporation
133(1)
Learning for Strategic Discoveries
134(3)
Leveraging Strategic Discoveries
137(1)
Integrating Strategic Discoveries
138(4)
7 Innovative Cultures
142(15)
Changing an Organization's Culture
144(2)
Employee Abilities
146(3)
Supporting Innovation Activities
149(4)
Goals and Evaluation
153(1)
Role Models and Structures
154(1)
Resources, Culture, and Innovation
155(2)
8 Leading For Breakthrough Innovation
157(15)
The Innovation Strategist
159(1)
The Innovation Sponsor
160(1)
The Innovation Architect
161(3)
The Innovation Evangelist
164(3)
Personal Characteristics of Innovative Leaders
167(5)
9 Hard Foundations Strategy, Incentives, and Management Systems
172(16)
Strategy for Breakthrough Innovation
175(5)
Incentives for Breakthrough Innovation
180(4)
Management Systems for Breakthrough Innovation
184(4)
10 Wrapping Up
188(7)
Notes 195(10)
Index 205(10)
About the Authors 215