LEADER 03125pam 2200193 a 4500
001 942963
005 20190426092822.0
008 190514s2014 cau g b 001 0 eng d
010 $a 2014012548
020 $a9781609945534 (hbk.) :$cNT$1048
040 $aTWTNM$beng$dTWTNM
050 00$aHD58.8$b.D3698 2014
082 04$a658.4063$222
100 1 $aDavila, Tony.
245 14$aThe innovation paradox :$bwhy good businesses kill breakthroughs and how they can change /$cTony Davila, Marc J. Epstein.
260 $aSan Francisco :$bBerrett-Koehler Publishers,$c[2014].
300 $axvii, 217 p. ;$c25 cm.
504 $aIncludes bibliographical references (pages 195-204) and index.
505 8 $aMachine generated contents note: 1. Managing Radical Innovation in Established Organizations -- 2. The Innovation Paradox -- 3. The Benefits and Limits of the Business Unit -- 4. Innovative Cultures -- 5. Leading for Radical Innovation -- 6. Hard Foundations: Strategy, Incentives, and Management Systems -- 7. The Startup Model -- 8. Startup Corporation: The New Kid on the Block -- 9. Designing Corporate Startups: Front End Designs -- 10. Designing Corporate Startups: Back End Designs -- 11. Designing the Startup Corporation -- 12. Wrapping up.
520 $a" It's a paradox: as big companies get better at achieving operational excellence, actual breakthroughs seem to decrease. It's the scrappy little startups, with comparatively tiny budgets, that continue to be founts of innovation. Why is it that as industry leaders get better at what they do, they get worse at innovation? By conducting deep research within companies as diverse as Apple, Google, Pfizer, General Motors, Nike, and Sony, the authors have found the answer: the very pursuit of operational excellence--that is, making one's existing business as efficient as it can be--blinds managers to the kinds of disruptive business model changes vital for innovation. These changes could threaten all that hard work. It's why Nokia famously killed its smart phone--the company was too invested in "dumb phones." Nothing less than a complete redesign and rethinking of the corporation--down to how accountants capture innovation costs and overhead--is necessary to get companies moving again. The authors' new model, "the startup corporation," marries the strengths of corporate scale to the nimbleness of entrepreneurs. For a model of the new startup corporation, the authors return again and again to Apple, which doesn't have the usual corporate structure and accounting systems. Not every company can be an Apple, but all companies can learn to break the bonds of operational thinking if they'll take the authors' lessons to heart"--$cProvided by publisher.
520 $a"From the bestselling authors of Making Innovation Work (30,000 copies sold and translated into ten languages) comes a book that questions everything about how organizations innovate. Key takeaway: classical business management and corporate structures by their very nature will kill, not create, breakthroughs. The authors describe a new kind of organization--the startup corporation--that will make established companies as innovative as startups"--$cProvided by publisher.
650 0$aOrganizational change.
650 0$aTechnological innovations$xManagement.
700 1 $aEpstein, Marc J.