Ten rules for strategic innovators : from idea to execution

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Title:

Author:

Govindarajan, Vijay.

ISBN:

9781591397588

Personal Author:

Govindarajan, Vijay.

Publication Information:

Boston, Mass. : Harvard Business School Press, c2005.

Physical Description:

xxvii, 224 p. : ill. ; 25 cm.

Contents:

Why strategic innovators need a different approach to execution -- Why organizations, like elephants, never forget -- Case: Corning Microarray Technologies -- Taming the elephant -- Why tensions rise when newco borrows from coreco -- Case: New York Times Digital -- Turning tension into a productive force -- Why learning from experience is an unnatural act -- How being bold, competitive, or demanding can inhibit learning -- Case: Hasbro Interactive -- How being reasonable, inspiring, or diligent can inhibit learning -- Case: Capston-White -- Finding gold with theory-focused planning -- The ten rules explained -- Case: Analog Devices.

Subject Term:

New business enterprises -- Management.

Entrepreneurship.

Creative ability in business.

Strategic planning.

New business enterprises -- United States -- Case studies.

Added Author:

Trimble, Chris.

Electronic Access:

Table of contents http://www.loc.gov/catdir/toc/ecip0513/2005014230.html

Copies:

Available:*

Library	Material Type	Item Barcode	Shelf Number	Copy	Status
Searching... 1:IIEMSA	1:GEN-BOOK	33168025478716	658.406 G721T 2005	1	Searching... Unknown

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Summary

Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. With no proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough to capture them first. But building tomorrow's businesses while simultaneously sustaining excellence in today's demands a delicate balance. It is a mandatory quest, but one that is fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed.The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. "Forget, Borrow, Learn" is every leader's guide to execution in unexplored territory.