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Improving Innovation Through Better Management explores ways to provide innovation management training to a large, diverse population of students throughout their careers. The report identifies the competencies that are likely to enhance innovation management, describes what’s currently known about where and how to effectively teach these competencies, and outlines the implications for academic institutions, industry, and government.
This book presents unique insights and advice on defining and managing the innovation transformation journey. Using novel ideas, examples and best practices, it empowers management executives at all levels to drive cultural, technological and organizational changes toward innovation. Covering modern innovation techniques, tools, programs and strategies, it focuses on the role of the latest technologies (e.g., artificial intelligence to discover, handle and manage ideas), methodologies (including Agile Engineering and Rapid Prototyping) and combinations of these (like hackathons or gamification). At the same time, it highlights the importance of culture and provides suggestions on how to build it. In the era of AI and the unprecedented pace of technology evolution, companies need to become truly innovative in order to survive. The transformation toward an innovation-led company is difficult – it requires a strong leadership and culture, advanced technologies and well-designed programs. The book is based on the author’s long-term experience and novel ideas, and reflects two decades of startup, consulting and corporate leadership experience. It is intended for business, technology, and innovation leaders.
Innovation is a vital process for any business to remain competitive in this age. This progress must be coherently and optimally managed, allowing for successful improvement and future growth. The Handbook of Research on Strategic Innovation Management for Improved Competitive Advantage provides emerging research on the use of information and knowledge to promote development in various business agencies. While covering topics such as design thinking, financial analysis, and policy planning, this publication explores the wide and complex relationships that constitute strategic innovation management principals and processes. This publication is an important resource for students, professors, researchers, managers, and entrepreneurs seeking current research on the methods and tools regarding information and knowledge management for business advancement.
This myth-busting book shows large companies can construct a strategy, system, and culture of innovation that creates sustained growth. Every company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Gary Pisano's remarkable research conducted over three decades, and his extraordinary on-the ground experience with big companies and fast-growing ones that have moved beyond the start-up stage, provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation. He begins with the simply reality that bigger companies are, well, different. Demanding that they "be like Uber" is no more realistic than commanding your dog to speak French. Bigger companies are complex. They need to sustain revenue streams from existing businesses, and deal with Wall Street's demands. These organizations require a different set of management practices and approaches -- a discipline focused on the strategies, systems and culture for taking their companies to the next level. Big can be beautiful, but it requires creative construction by leaders to avoid the creative destruction that is all-too-often the fate of too many.
This book answers the question of how to improve the innovation performance of large companies. It discusses how a wide range of management systems and practices impact innovation performance. Having observed a number of management teams that were trying to improve innovation performance, the author describes the most effective ways to do this. He looks at what management systems to change first, how to change them, and who to involve in the process. Finally, he discusses how the ideal innovation system differs across industries and how managers should take industry differences into account as they work to improve their innovation systems.
This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas. Fear has a profoundly negative impact on engagement, learning efficacy, productivity, and innovation, but until now there has been a lack of practical information on how to make employees feel safe about speaking up and contributing. Timothy Clark, a social scientist and an organizational consultant, provides a framework to move people through successive stages of psychological safety. The first stage is member safety-the team accepts you and grants you shared identity. Learner safety, the second stage, indicates that you feel safe to ask questions, experiment, and even make mistakes. Next is the third stage of contributor safety, where you feel comfortable participating as an active and full-fledged member of the team. Finally, the fourth stage of challenger safety allows you to take on the status quo without repercussion, reprisal, or the risk of tarnishing your personal standing and reputation. This is a blueprint for how any leader can build positive, supportive, and encouraging cultures in any setting.
In the 21st century, advancements in the digital world are bringing about rapid waves of change in organizational management. As such, it is increasingly imperative to discover ways for businesses to adapt to changes in the markets and seize various digital marketing opportunities. Improving Business Performance Through Innovation in the Digital Economy is an essential reference source for the latest research on the impact of digital computing. It investigates new economic and entrepreneurial approaches to enhancing community development. Featuring research on topics such as business ethics, mobile technology, and cyber security, this book is ideally designed for knowledge workers, business managers, executives, entrepreneurs, small and medium enterprise managers, academicians, researchers, students, and global leaders seeking coverage on the management of sustainable enterprises.
What people are saying about The New How "How are you going to get rid of your Air Sandwich if you don't even know what it is? Provocative and practical at the same time." --Seth Godin, author of Linchpin "The New How is informative and provides exciting insights because the suggestions are practical and doable. Merchant gets the new reality--leadership fails not so much from flawed strategy as it does from failed processes of engagement from those responsible for implementing the strategy. In high-performing organizations, everyone acts like a leader, and they own the strategy and take actions to ensure its success. If you care about making a difference, read this book." --Barry Posner, author of The Leadership Challenge "Collaboration is a powerful, competitive weapon: this book shows you how to use it to win markets." --Mark Interrante, VP Content Products, Yahoo, Inc. "In a world in which the pace of change is ever quickening, collaboration, not control, is the route to a successful organization. This book tells you how to make your organization collaborative. And Nilofer Merchant's writing is a model of clarity." --Barry Schwartz, author of The Paradox of Choice: Why More Is Less "Want to transform your organization into a collaborative enterprise? Nilofer Merchant provides insightful and practical strategies in The New How." --Padmasree Warrior, CTO, Cisco Systems, Inc. "Merchant's book is a practical guide for the journey from strategy to implementation. The collaborative tools described here can help companies reach strategic success--and avoid pitfalls along the way." --Tom Kelley, General Manager, IDEO, and author of Ten Faces of Innovation Once in a generation, a book comes along that transforms the business landscape. For today's business leaders, The New How redefines the way companies create strategies and win new markets. Management gurus have always said "people matter." But those same gurus still relegate strategy to an elite set of executives who focus on frameworks, long presentations, and hierarchical approaches. Business strategy typically has been planned by corporate chiefs in annual meetings, and then dictated to managers to carry out. The New How turns that notion on its head. After many years of working with Apple, Adobe, HP, and many other companies, Nilofer Merchant discovered the secret sauce: the best way to create a winning strategy is to include employees at all levels, helping to create strategy they not only believe in, but are also equipped to implement. In The New How, Nilofer shows today's corporate directors, executives, and managers how they can transform their traditional, top-down approach to strategy planning and execution into collaborative "stratecution" that has proven to be significantly more effective. Enhance performance and outcomes by deflating the "air sandwich" between executives in the boardroom and employees Recognize that strategy and execution are thoroughly intertwined Understand how successful strategy is founded in effective idea selection-a pile of good ideas doesn't necessarily build good strategy Create company strategy and link it to targeted execution, using the practical models and techniques provided
* Instant WSJ bestseller * Translated into 18 languages * #1 Most Recommended Book of the year (Bloomberg annual survey of CEOs and entrepreneurs) * An Amazon, Bloomberg, Financial Times, Forbes, Inc., Newsweek, Strategy + Business, Tech Crunch, Washington Post Best Business Book of the year * Recommended by Bill Gates, Daniel Kahneman, Malcolm Gladwell, Dan Pink, Adam Grant, Susan Cain, Sid Mukherjee, Tim Ferriss Why do good teams kill great ideas? Loonshots reveals a surprising new way of thinking about the mysteries of group behavior that challenges everything we thought we knew about nurturing radical breakthroughs. Bahcall, a physicist and entrepreneur, shows why teams, companies, or any group with a mission will suddenly change from embracing new ideas to rejecting them, just as flowing water will suddenly change into brittle ice. Mountains of print have been written about culture. Loonshots identifies the small shifts in structure that control this transition, the same way that temperature controls the change from water to ice. Using examples that range from the spread of fires in forests to the hunt for terrorists online, and stories of thieves and geniuses and kings, Bahcall shows how a new kind of science can help us become the initiators, rather than the victims, of innovative surprise. Over the past decade, researchers have been applying the tools and techniques of this new science—the science of phase transitions—to understand how birds flock, fish swim, brains work, people vote, diseases erupt, and ecosystems collapse. Loonshots is the first to apply this science to the spread of breakthrough ideas. Bahcall distills these insights into practical lessons creatives, entrepreneurs, and visionaries can use to change our world. Along the way, readers will learn how chickens saved millions of lives, what James Bond and Lipitor have in common, what the movie Imitation Game got wrong about WWII, and what really killed Pan Am, Polaroid, and the Qing Dynasty. “If The Da Vinci Code and Freakonomics had a child together, it would be called Loonshots.” —Senator Bob Kerrey
How can management be developed to create the greatest wealth for society as a whole? This is the question Peter Drucker sets out to answer in Innovation and Entrepreneurship. A brilliant, mould-breaking attack on management orthodoxy it is one of Drucker’s most important books, offering an excellent overview of some of his main ideas. He argues that what defines an entrepreneur is their attitude to change: ‘the entrepreneur always searches for change, responds to it and exploits it as an opportunity’. To exploit change, according to Drucker, is to innovate. Stressing the importance of low-tech entrepreneurship, the challenge of balancing technological possibilities with limited resources, and the organisation as a learning organism, he concludes with a vision of an entrepreneurial society where individuals increasingly take responsibility for their own learning and careers. With a new foreword by Joseph Maciariello