Konstfacks bibliotek

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*008111221s2010    xxua          001 0 eng c
*010  $a2010006805
*015  $aGBB058349$2bnb
*0167 $a015545767$2Uk
*020  $a978-1--42216696-3 (hardcover : alk. paper)
*020  $a1--42216696-1 (hardcover : alk. paper)
*035  $a(SE-LIBR)12015896
*035  $a(Ko)40843
*040  $aDLC$cDLC$dYDX$dUKM$dYDXCP$dCDX$dMDT$dBthg
*05000$aHD45$b.G62 2010
*08204$a658.4063$222/swe
*084  $aQbifd$2kssb/8
*084  $aQba$2sssb/8
*1001 $aGovindarajan, Vijay
*24514$aThe other side of innovation :$bsolving the execution challenge /$cVijay Govindarajan, Chris Trimble
*260  $aBoston, Mass. :$bHarvard Business School Pub.,$ccop. 2010
*300  $axiv, 220 s. :$bill.
*504  $aIncludes bibliographical references and index.
*650 7$aInnovationsledning$2sao
*650 7$aTekniska innovationer$2sao$0https://id.kb.se/term/sao/Tekniska%20innovationer
*650 7$aStrategisk planering$2sao
*650 0$aTechnological innovations$xManagement.
*650 0$aIndustrial management.
*650 0$aStrategic planning.
*650 0$aTechnological innovations$xManagement
*650 0$aStrategic planning
*650 0$aTechnological innovations
*7001 $aTrimble, Chris.$4aut
*841  $5Ko$ax  a$b1112204u    8   1001uu   0901128$e4
*852  $5Ko$bKo$hQb
*950  $aTekniska innovationer$uInnovationsledning
*950  $aPlanering$wg$uStrategisk planering
*950  $aEkonomisk planering$uStrategisk planering
*950  $aLångtidsplanering$uStrategisk planering
*950  $aVerksamhetsplanering$uStrategisk planering
*950  $aStyrning$uStrategisk planering
*950  $aIndustriella innovationer$uTekniska innovationer
*950  $aInnovationer$uTekniska innovationer
*950  $aInnovationer$xföretagsekonomi$uTekniska innovationer
*950  $aTekniska förändringar$uTekniska innovationer
*950  $aTekniska genombrott$uTekniska innovationer
*950  $aTekniköverföring$uTekniska innovationer
*950  $aInnovationsspridning$wh$uTekniska innovationer
*950  $aMedicinska innovationer$wh$uTekniska innovationer
*950  $aInnovationsledning$uTekniska innovationer
*950  $aProduktutveckling$uTekniska innovationer
*950  $aUppfinningar$uTekniska innovationer
^

Companies can't survive without innovating. But most put far more emphasis on generating Big Ideas than on executing them--turning ideas into actual breakthrough products, services, and process improvements.

That's because "ideating" is energizing and glamorous. By contrast, execution seems like humdrum, behind-the-scenes dirty work. But without execution, Big Ideas go nowhere.

In The Other Side of Innovation, Vijay Govindarajan and Chris Trimble reveal how to execute an innovation initiative--whether a simple project or a grand, gutsy gamble.. Drawing on examples from innovators as diverse as Allstate, BMW, Timberland, and Nucor, the authors explain how to:

* Build the Right Team: Determine who'll be on the team, where they'll come from, how they'll be organized, how much time they'll devote to the project, and how they'll navigate the delicate and conflict-rich partnership between innovation and ongoing operations.

* Manage a Disciplined Experiment: Decide how team members can quickly test their assumptions , translate results into new knowledge, and measure progress. Give innovation leaders a tough but fair performance evaluation.

Practical and provocative, this new book takes you step-by-step through the innovation execution process--so your Big Ideas deliver their full promise.

• Prefacep. ix
• Introduction Making Innovation Happenp. 1
• Build the Team
• Divide the Laborp. 29
• Define a partnership between a Dedicated Team and the Performance Engine
• Understand the Performance Engine's limits
• The Performance Engine must sustain excellence in ongoing operations
• Assemble the Dedicated Teamp. 51
• Don't build a Little Performance Engine
• Act as though you are building a new company from scratch
• Expect discomfort
• Manage the Partnershipp. 75
• Be positive, persuasive, and collaborative
• Get help from senior executives
• Anticipate conflict and act in advance
• Run a Disciplined Experiment
• Formalize the Experimentp. 101
• To get great results, focus on learning, not results
• Talk about what you don't know
• Make formal but routine revisions to the plan
• Break Down the Hypothesisp. 123
• Draft a crystal-clear hypothesis of record
• Focus on great conversations, not great spreadsheets
• Create a custom scorecard
• Seek the Truthp. 143
• Understand sources of bias
• Expect your predictions to be wrong
• Create a framework for accountability
• Conclusion Moving On, Moving Upp. 163
• Assessment Toolsp. 181
• Scholarly Foundationsp. 195
• Indexp. 207
• Acknowledgmentsp. 217
• About the Authorsp. 219