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Ten rules for strategic innovators : from idea to execution / Vijay Govindarajan and Chris Trimble

By: Contributor(s): Material type: TextTextPublication details: Boston, Massachusetts : Harvard Business School Press, 2005.Description: xxvii , 224 p. : ill. ; 24 cmISBN:
  • 978-1-59139-758-8
Uniform titles:
  • Breakthrough businesses within established organizations
Subject(s): LOC classification:
  • HD 62.5 .G68 2005
Contents:
Why innovation needs a different kind of execution -- Why organizations, like elephants, never forget -- Case: Corning microarray technologies -- Slaying the elephant -- Why tensions rise when new borrows from established -- 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 block learning just as easily -- Case: Capston-White -- Finding gold with theory-focused planning -- Ten rules for strategic innovators -- Case: Analog Devices.
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Holdings
Item type Current library Call number Copy number Status Date due Barcode Item holds
 General books General books VALLEY ROAD General Stacks VRC HD 62.5 .G68 2005 (Browse shelf(Opens below)) C.1 Available 20385
Total holds: 0
Browsing VALLEY ROAD shelves, Shelving location: General Stacks Close shelf browser (Hides shelf browser)
VRC HD 62.4 .M395 2008 International management : VRC HD 62.5 .B88 2000 C.3 Business Planning VRC HD 62.5 .B88 2000 C.6 Business Planning VRC HD 62.5 .G68 2005 Ten rules for strategic innovators : VRC HD 62.5 .H577 2005 C.5 Entrepreneurship VRC HD 62.7 .B97 2009 C.3 Small Business Management VRC HD 62.7 .Z55 2008 Essentials of entrepreneurship and small business management /

Includes bibliographical references (p. 199-215) and index.

Why innovation needs a different kind of execution -- Why organizations, like elephants, never forget -- Case: Corning microarray technologies -- Slaying the elephant -- Why tensions rise when new borrows from established -- 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 block learning just as easily -- Case: Capston-White -- Finding gold with theory-focused planning -- Ten rules for strategic innovators -- Case: Analog Devices.


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