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.
|Edition description:||New Edition|
|Product dimensions:||5.90(w) x 9.30(h) x 1.20(d)|
About the Author
For more information, visit www.gpisano.com.
Table of Contents
Preface and Acknowledgments ix
Introduction: Innovation's Catch-22 1
Part I Creating an Innovation Strategy 19
1 Beginning the Journey: The Discipline and Focus of an Innovation Strategy 21
2 Navigating the Route: Creating Your Innovation Portfolio 37
3 Whatever Happened to Blockbuster?: Competing Through Business Model Innovation 57
4 Is the Party Really Over?: Why You Should Not Always Eat Your Own Lunch 85
Part II Designing the Innovation System 109
5 Venturing Outside Your Home Court: Search: Discovering Novel Problems and Solutions 111
6 Synthesis: Bringing the Pieces Together 129
7 When to Hold 'Em and When to Fold 'Em: Uncertainty, Ambiguity, and the Art and Science of Selecting Projects 153
Part III Building the Culture 179
8 The Paradox of Innovative Cultures: Why It's Not All Fun and Games 181
9 Leaders as Cultural Architects: Reengineering the Cultural DNA of an Enterprise 197
10 Becoming a Creative Constructive Leader 217