Corporate Explorer
How Corporations Beat Startups at the Innovation Game
(Sprache: Englisch)
Corporate Explorers Transform Disruption Into Opportunity With This Proven Framework Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers...
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Corporate Explorers Transform Disruption Into Opportunity With This Proven Framework Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from inside even the largest organizations. Corporate Explorers are part entrepreneurs, using innovation disciplines to jump start cutting-edge ideas, and part change leaders, capable of creating support for investment. They see that corporations already own the ideas, resources, and--critically--the talent to build new ventures. Companies like Amazon, Microsoft, Bosch, LexisNexis, and Analog Devices enable managers to put these assets to use and gain an upper hand over startups that threaten to disrupt them. Corporate Explorer is a guidebook to the practices that enable these managers to go from idea into action. It demonstrates how success is not only possible but may offer entrenched companies better odds than venture-capital backed startups. This actionable and proven framework explains how managers can become successful corporate innovators; it includes tools to: * Learn how to apply innovation practices with greater discipline * Turn great ideas into a full-time job as an innovation leader * Experiment with and scale original business models * Transform innovation programs into a thriving source of new business * Attract, retain, and motivate entrepreneurial talent * Energize employees by creating a realistic way to innovate These lessons come from the trailblazers of corporate innovation--Andrew Binns (Change Logic), Charles O'Reilly (Stanford Graduate School of Business), and Michael Tushman (Harvard Business School)--who have decades of experience helping entrepreneurial-minded executives activate employees to become Corporate Explorers. Entrepreneurs take notice--it's time for Corporate Explorers to set the pace
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and chart the course for disruption.
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Inhaltsverzeichnis zu „Corporate Explorer “
Preface and Acknowledgements Section 1 - Strategic Ambition Chapter 1: Innovation Advantage Beating the Odds Strategic Ambition Innovation Disciplines Ambidextrous Organization Explore Leadership Explorer not Entrepreneur Chapter Summary Chapter 2: Corporate Explorers in Action Explorer's insight Purpose Driven Investor Support Manage Uncertainty Chapter Summary Chapter 3: Strategic Ambition Emotion, Logic, Aspiration License to Explore Social Movement Hunting Zones Manifesto Chapter Summary Section 2 - Innovation Disciplines Chapter 4: Ideation: generating ideas for new ventures Idea Addiction Solution Trap Customer Discovery High-value Customer Problems Idea Generation Chapter Summary Chapter 5: Incubate - how Corporate Explorers learn through experimentation Business Experiments What needs to be true? (Hypothesis) Run Experiments (Test) Make sense of your results (Learn) Run a new experiment (Iterate) Follow the evidence (Decide) Chapter Summary Chapter 6: Scale - assembling the assets to build a new venture Combining Assets Customers, Capabilities, Capacity Scaling Paths Trigger Points Chapter Summary Section 3 - Ambidextrous Organization Chapter 7: Explore Organization Structure Options Focused Bottom Up Top Down Structure Decision Chapter Summary Chapter 8: Explore Business System Integration Teams Sales Team Integration Corporate Functions Resource Allocation Feedforward Management System Executive Attention Chapter Summary Chapter 9: Risk and Reward for the Corporate Explorer Motivation puzzle Venture Model Shadow Stock Long Term Incentives Personal Risk Corporate Explorers motivation Chapter Summary Section 4 - Explore Leadership Chapter 10: Silent Killers of Exploration Core Business System Preserve Professional Identity Avoid Risk Optimize for short-term Maximize Comfort Hope? Chapter Summary Chapter 11: The Double Helix: How Corporate Explorers lead Innovation and Change Future Organization Storytellers Social Network Leader Insider or Outsider
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Reputation manager Chapter Summary Chapter 12: Readiness to Act: leadership and scaling a new venture Competing Commitments Both/And Leadership Productive tension The Mirror Courage Passion Chapter Summary Appendix: Corporate Explorer Framework Figures and Tables Notes About the Authors Index
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Autoren-Porträt von Andrew Binns, Charles A. O'Reilly, Michael Tushman
ANDREW BINNS is Co-Founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams leading transformational business changes. He is a sought-after speaker and lecturer at companies and business schools. CHARLES O'REILLY is the Frank E. Buck Professor of Management at Stanford Graduate School of Business and a Co-Founder of Change Logic. He is Co-Director of Leading Change and Organizational Renewal.
MICHAEL TUSHMAN is a Baker Foundation Professor; Paul R Lawrence, MBA Class of 1942 Professor Emeritus; and Charles (Tex) Thornton Chair of the Advanced Management Program (AMP) at the Harvard Business School. He is also Co-Founder of Change Logic.
Bibliographische Angaben
- Autoren: Andrew Binns , Charles A. O'Reilly , Michael Tushman
- 2022, XIII, 242 Seiten, Maße: 15,5 x 23,3 cm, Gebunden, Englisch
- Verlag: Wiley John + Sons
- ISBN-10: 1119838320
- ISBN-13: 9781119838326
- Erscheinungsdatum: 17.02.2022
Sprache:
Englisch
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