Radical Innovation: How Mature Companies Can Outsmart UpstartsHarvard Business Press, 2000 - 261 Seiten How many big businesses have pioneered the technologies and business models that now dominate e-commerce, personal computing, biotechnology, and wireless telecommunication? The answer: hardly any. The problem is not that executives fail to recognize the need to infuse their organizations with the kind of model-busting innovative capabilities of agile startups. It's a lack of understanding of what to do and how to do it. But now, this groundbreaking book reveals the patterns through which game-changing innovation occurs in large, established companies, and identifies the new managerial competencies firms need to make radical innovation happen. The authors define a radical innovation project as one that delivers a product, process, or service with either unprecedented performance features, or with familiar features that will enable market transformation through significant performance improvements or cost reductions. These projects are nurtured within the established organization, not skunkworks. They are not concerned with exploiting current lines of business, but with exploring entirely new ones. Based on evidence from a five-year, real time study of twelve radical innovation projects within ten major corporations--including General Electric, IBM, Nortel Networks, DuPont, and Texas Instruments--this book addresses seven managerial challenges large companies face in creating and sustaining radical innovation: dealing with radical ideas in the 'fuzzy front end'; developing new models for project management; learning about unfamiliar markets; working through uncertainty in the business model; bridging resource and competency gaps; managing the transition from radical project to operating status; and, engaging individual initiative. The authors, experts in a variety of areas such as entrepreneurship, R&D management, product design, marketing, organizational behavior, and operations and project management, distill a comprehensive, interdisciplinary approach to mastering each of these challenges, from the conceptualization of viable ideas to the commercialization of radical innovations. Designed to push the envelope of thinking about the most significant challenge facing large companies today, this important book offers a revolutionary new paradigm for long-term corporate success. |
Inhalt
The Radical Innovation Imperative | 1 |
The Course of Radical Innovation | 11 |
Grabbing Lightning | 25 |
Living with Chaos Managing Radical Innovation Projects | 55 |
Learning about Markets for Radical Innovation | 75 |
Building the Business Model | 93 |
Acquiring Resources and Capabilities | 109 |
Making the Transition to Operations | 133 |
A Radical New Paradigm | 183 |
Epilogue | 197 |
Corporate Venture Capital Models | 207 |
Notes | 217 |
241 | |
Acknowledgments | 249 |
253 | |
About the Authors | 259 |
Häufige Begriffe und Wortgruppen
activities agement Air Products Analog Devices applications approach Biomax business development business model Business School Press business unit C. K. Prahalad cal innovation capabilities challenges chapter chip commercialization competencies Corporate Venturing critical customers Digital Light Processing DuPont early existing business Fadem firm's funding fuzzy front end Harvard Business School hybrid vehicle IBM's identify incremental innovation individuals industry initial evaluation inno innovation life cycle internal investment Lucent mainstream manufacturing market learning mature ment Meyerson NetActive Networks's Nortel Networks operating unit opportunity recognition organization organizational potential Procter & Gamble Product Development proj project champions project manager prototype radical ideas radical innovation hub radical innovation projects radical innovation teams radical projects role scientists senior management silicon germanium skills strategic success team members technical Texas Instruments tion transition team twelve projects value chain vation venture capital
Beliebte Passagen
Seite 248 - Lead Users: A Source of Novel Product Concepts », Management Science, vol.
Seite 248 - Dunham (1995). Critical assumption planning: A practical tool for managing business development risk.
Seite 248 - The Sources of Innovation. New York: Oxford University Press, 1988. Wenger, Etienne C., and William M. Snyder. "Communities of Practice: The Organizational Frontier.