Innovation Strategy for the Knowledge Economy
Routledge, 03.11.2009 - 168 Seiten
Innovation Strategy for the Knowledge Economy is intended for managers who have practiced the best of quality and re-engineering management techniques and are ready to transform their organizations with the systematic notions of knowledge creation and application. It is for organization leaders who prefer to be inspired with innovation strategy than hit over the head with change management techniques. It does not deal with barriers, hurdles, or conflicts to be resolved; rather, it paints a possible vision of how we can take advantage of our collective learning to move an enterprise forward.
This book provides the reader with a sound, practical framework for instituting innovation strategy beyond the traditional definition of flow of parts or finances. At the core is an understanding of the dual value of knowledge (content) and innovation (process) using 'real-time' learning as the methodology.
Innovation Strategy for the Knowledge Economy introduces new managerial concepts such as:
Value-System versus Value-Chain
Strategic Business Network (SBN) versus Strategic Business Unit (SBU)
Customer Success versus Customer Satisfaction
It is an invaluable resource for both managers and organization leaders.
Debra Mae Amidon is Founder and Chief Strategist of Entovation International, a global innovation research and consulting network with outposts throughout the world. Her specialties include: knowledge management, learning networks, customer innovation, and enterprise transformation. Ms. Amidon holds degrees from Boston University, Columbia and MIT, where she was an Alfred P. Sloan Fellow.
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1 A Bold Awakening
2 Kaleidoscopic Dynamics
3 Wellsprings Timelines
4 The Emerging Community of Knowledge Practice
5 Innovation as a Value System
6 An Innovation Management Architecture
7 Knowledge Innovation AssessmentInternal Capabilities
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activities Alfred Sloan alliances Amidon Analog Devices Asset business strategy business units C. K. Prahalad capability centers chapter Claude Monet collaborative communities of practice competencies competitive competitors concepts corporate create creativity Debra Amidon defined described dynamics effective engineering enterprise environment expertise firm flow of knowledge focus functions fundamental future Gary Hamel Harvard Business ideas industry information technology infrastructure initiatives inno innovation process innovation strategy insight intangible integral intellectual capital interaction interdependent investment John Seely Brown kaleidoscopic knowl knowledge economy knowledge innovation knowledge management knowledge practice leadership learning leverage managerial manufacturing marketplace measured ment National optimal organization organizational partnering performance perspective planning productivity paradox products and services Ray Stata real-time realize reengineering relationship responsible role sector shared stakeholders Steelcase strategic business network success tion tive transformation understand value chain value-added vision Wall Street Journal