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Titel och upphov The other side of innovation : solving the execution challenge
Utgivning, distribution etc. Harvard Business School Pub., Boston, Mass. : cop. 2010
Utgivningsår
DDC klassifikationskod (Dewey Decimal Classification)
SAB klassifikationskod
Fysisk beskrivning
Anmärkning: Bibliografi etc. Includes bibliographical references and index.
Term
ISBN 978-1--42216696-3 (hardcover : alk. paper) 1--42216696-1 (hardcover : alk. paper)
Antal i kö:
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*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
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*950 $aTekniköverföring$uTekniska innovationer
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*950 $aUppfinningar$uTekniska innovationer
^
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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.
Preface p. ix Introduction Making Innovation Happen p. 1 Build the Team Divide the Labor p. 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 Team p. 51 Don't build a Little Performance Engine Act as though you are building a new company from scratch Expect discomfort Manage the Partnership p. 75 Be positive, persuasive, and collaborative Get help from senior executives Anticipate conflict and act in advance Run a Disciplined Experiment Formalize the Experiment p. 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 Hypothesis p. 123 Draft a crystal-clear hypothesis of record Focus on great conversations, not great spreadsheets Create a custom scorecard Seek the Truth p. 143 Understand sources of bias Expect your predictions to be wrong Create a framework for accountability Conclusion Moving On, Moving Up p. 163 Assessment Tools p. 181 Scholarly Foundations p. 195 Index p. 207 Acknowledgments p. 217 About the Authors p. 219