| 000 | 02957cam a22002538i 4500 | ||
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| 999 |
_c32918 _d32918 |
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| 001 | 19412833 | ||
| 008 | 180520b xxu||||| |||| 00| 0 eng d | ||
| 010 | _a 2016049137 | ||
| 020 | _a9781633691681 (hardcover : alk. paper) | ||
| 040 | _aMH/DLC | ||
| 082 | 0 | 0 | _a658.4063 RO PO |
| 100 | 1 |
_aRobertson, David C. _911929 |
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| 245 | 1 | 4 |
_aThe power of little ideas : _ba third way to innovate for market success _cDavid C. Robertson with Kent Lineback |
| 260 |
_aBoston, Massachusetts : _bHarvard Business Review Press, _cc2017. |
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| 300 |
_axiii, 236 p. : _bill. ; _c25 cm. |
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| 504 | _aIncludes bibliographical references (pages 211-222) and index. | ||
| 505 | 0 | _aDisruption is not the only option -- Apple revisited: a third way to view Steve Jobs' approach to innovation -- The four decisions required in the third way -- Decision 1: What is the key product? -- Decision 2: What is your business promise? -- Decision 3: How will you innovate? -- Decision 4: How will you bring it all to market? -- Lessons from an American icon. | |
| 520 | _aConventional wisdom today says that to survive, companies must move beyond incremental, sustaining innovation and invest in some form of radical innovation. "Disrupt yourself or be disrupted!" is the relentless message company leaders hear. The Power of Little Ideas argues there's a "third way" that is neither sustaining nor disruptive. This low-risk, high-reward strategy is an approach to innovation that all company leaders should understand so that they recognize it when their competitors practice it, and apply it when it will give them a competitive advantage. This distinctive approach has three key elements: It consists of creating a family of complementary innovations around a product or service, all of which work together to make that product more appealing and competitive. The complementary innovations work together as a system to carry out a single strategy or purpose. Crucially, unlike disruptive or radical innovation, innovating around a key product does not change the central product in any fundamental way. In this powerful, practical book, Wharton professor David Robertson illustrates how many well-known companies, including CarMax, GoPro, LEGO, Gatorade, Disney, USAA, Novo Nordisk, and many others, used this approach to stave off competitive threats and achieve great success. He outlines the organizational practices that unintentionally torpedo this approach to innovation in many companies and shows how organizations can overcome those challenges. Aimed at leaders seeking strategies for sustained innovation, and at the quickly growing numbers of managers involved with creating new products, The Power of Little Ideas provides a logical, organic, and enduring third way to innovate.-- | ||
| 650 | 0 |
_aTechnological innovations _92340 |
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| 650 | 0 |
_aNew products _94710 |
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| 650 | 0 |
_aManagement _9140 |
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| 700 | 1 |
_aLineback, Kent, _d1943- _911930 |
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| 942 |
_2ddc _cREGULAR |
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