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The innovation paradox : why good businesses kill breakthroughs and how they can change /
"It's a paradox: as big companies get better at achieving operational excellence, actual breakthroughs seem to decrease. It's the scrappy little startups, with comparatively tiny budgets, that continue to be founts of innovation. Why is it that as industry leaders get better at what t...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
San Francisco :
Berrett-Koehler Publishers,
2014.
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| Colección: | BK business book.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Davila, Tony. | |
| 245 | 1 | 4 | |a The innovation paradox : |b why good businesses kill breakthroughs and how they can change / |c Tony Davila, Marc J. Epstein. |
| 264 | 1 | |a San Francisco : |b Berrett-Koehler Publishers, |c 2014. | |
| 300 | |a 1 online resource (xvii, 217 pages) | ||
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| 520 | |a "It's a paradox: as big companies get better at achieving operational excellence, actual breakthroughs seem to decrease. It's the scrappy little startups, with comparatively tiny budgets, that continue to be founts of innovation. Why is it that as industry leaders get better at what they do, they get worse at innovation? By conducting deep research within companies as diverse as Apple, Google, Pfizer, General Motors, Nike, and Sony, the authors have found the answer: the very pursuit of operational excellence--that is, making one's existing business as efficient as it can be--blinds managers to the kinds of disruptive business model changes vital for innovation. These changes could threaten all that hard work. It's why Nokia famously killed its smart phone--the company was too invested in "dumb phones." Nothing less than a complete redesign and rethinking of the corporation--down to how accountants capture innovation costs and overhead--is necessary to get companies moving again. The authors' new model, "the startup corporation," marries the strengths of corporate scale to the nimbleness of entrepreneurs. For a model of the new startup corporation, the authors return again and again to Apple, which doesn't have the usual corporate structure and accounting systems. Not every company can be an Apple, but all companies can learn to break the bonds of operational thinking if they'll take the authors' lessons to heart"-- |c Provided by publisher | ||
| 520 | |a "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"-- |c Provided by publisher | ||
| 588 | 0 | |a Print version record. | |
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Cover; Contents; Preface; 1 WHAT IS THE INNOVATION PARADOX?; Incremental and Breakthrough Innovation; Top-Down and Bottom-Up Innovation; Managing for Strategic Discoveries; The Startup Corporation; The Truth about the Innovation Paradox; 2 THE BENEFITS AND LIMITS OF THE BUSINESS UNIT; The Benefits of Business Units; The Limits of Business Units; Business Units, Functional Structure, and Breakthrough Innovation; 3 THE SUCCESS OF STARTUPS; Copy and Combine from Others; Learn as Quickly and as Cheaply as Possible; Manage Risk Effectively; Govern Transparently; Execute. | |
| 505 | 8 | |a Learning from the Activities of Startup InnovationLearning from the Creation of Science; 4 THE STARTUP CORPORATION THE NEW KID ON THE BLOCK; Beyond the Success of Startups; Adopting the Strengths of Startups; Stage One: Inspire; Stage Two: Attract; Stage Three: Combine; Stage Four: Learn; Stage Five: Leverage; Stage Six: Integrate; 5 IMPLEMENTING THE STARTUP CORPORATION; Solutions for Inspiring; Solutions for Attracting; Solutions for Combining; Solutions for Learning; Solutions for Leveraging; Solutions for Integrating; 6 OVERCOMING THE INNOVATION PARADOX DESIGNING THE STARTUP CORPORATION. | |
| 505 | 8 | |a Managing Breakthrough Innovation ProjectsInspiring the Startup Corporation; Attracting Ideas into the Startup Corporation; Combining the Pieces of the Startup Corporation; Learning for Strategic Discoveries; Leveraging Strategic Discoveries; Integrating Strategic Discoveries; 7 INNOVATIVE CULTURES; Changing an Organization's Culture; Employee Abilities; Supporting Innovation Activities; Goals and Evaluation; Role Models and Structures; Resources, Culture, and Innovation; 8 LEADING FOR BREAKTHROUGH INNOVATION; The Innovation Strategist; The Innovation Sponsor; The Innovation Architect. | |
| 505 | 8 | |a The Innovation EvangelistPersonal Characteristics of Innovative Leaders; 9 HARD FOUNDATIONS STRATEGY, INCENTIVES, AND MANAGEMENT SYSTEMS; Strategy for Breakthrough Innovation; Incentives for Breakthrough Innovation; Management Systems for Breakthrough Innovation; 10 WRAPPING UP; Notes; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; Q; R; S; T; U; V; W; X; Y; Z; About the Authors. | |
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
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| 650 | 0 | |a Organizational change. | |
| 650 | 0 | |a Technological innovations |x Management. | |
| 650 | 6 | |a Changement organisationnel. | |
| 650 | 6 | |a Innovations |x Gestion. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Development. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Development |x Business Development. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Leadership. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Decision-Making & Problem Solving. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
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| 650 | 7 | |a Organizational change |2 fast | |
| 650 | 7 | |a Technological innovations |x Management |2 fast | |
| 700 | 1 | |a Epstein, Marc J. | |
| 776 | 0 | 8 | |i Print version: |a Davila, Tony. |t Innovation paradox. |d San Francisco : Berrett-Koehler Publishers, 2014 |z 9781609945534 |w (DLC) 2014012548 |w (OCoLC)857978555 |
| 830 | 0 | |a BK business book. | |
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