The innovation paradox : why good businesses kill breakthroughs and how they can change /

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"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...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Davila, Tony
Otros Autores: Epstein, Marc J.
Formato: Electrónico eBook
Idioma:Inglés
Publicado: San Francisco : Berrett-Koehler Publishers, 2014.
Colección:BK business book.
Temas:
Organizational change.
Technological innovations > Management.
Changement organisationnel.
Innovations > Gestion.
BUSINESS & ECONOMICS > Organizational Development.
BUSINESS & ECONOMICS > Development > Business Development.
BUSINESS & ECONOMICS > Leadership.
BUSINESS & ECONOMICS > Decision-Making & Problem Solving.
BUSINESS & ECONOMICS > Industrial Management.
BUSINESS & ECONOMICS > Management.
BUSINESS & ECONOMICS > Management Science.
BUSINESS & ECONOMICS > Organizational Behavior.
Organizational change
Technological innovations > Management
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • 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.
  • 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.
  • 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.
  • 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.

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