Innovation Management

Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a "good" leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the "collective genius" of the people in the organization.

Quelles sont les qualités décisives d'un bon manager ? Faut-il à tout prix chercher à éliminer ses concurrents ? Est-il judicieux de vouloir imiter les meilleurs ? Comment mesurer la capacité d'innovation d'une entreprise ? Quelle est la phrase magique de toute stratégie performante ? Pour répondre aux multiples interrogations qui rythment le quotidien des managers et des chefs d'entreprise, ce nouvel ouvrage HBR répertorie 100 pistes innovantes et inspirantes afin de mieux gérer sa vie professionnelle.

Bienvenue dans le laboratoire du sommeil d’Audible studio. Vous trouverez dans la collection "Relax art" différentes expériences sonores à utiliser à comme une boite à outil du bien-être et du sommeil. Utilisez ces œuvres sonores pour vous détendre ou vous relaxer. Laissez-vous sombrer, lâchez prise... "RELAX ART" est une collection d’œuvres immersives produites par Laurent Thiry. Pour bénéficier pleinement du caractère immersif, nous vous recommandons l’utilisation d’un casque audio.

Experts Michael George, James Works, and Kimberly Watson-Hemphill explain the surprising and significant gap between the CEO's growth goals and actual performance. The authors, who are experts at connecting strategy to execution, give you a complete blueprint for exploiting the strategic and operational dimensions of innovation.

How much of innovation is inspiration, and how much is hard work? The answer lies somewhere in the middle, says management thinker Peter Drucker. In this HBR classic from 1985, he argues that innovation is real work that can and should be managed like any other corporate function. Success is more likely to result from the systematic pursuit of opportunities than from a flash of genius. Indeed, most innovative business ideas arise through the methodical analysis of seven areas of opportunity.

Clayton M. Christensen, the author of such business classics as The Innovator’s Dilemma and the New York Times best-seller How Will You Measure Your Life, and coauthors Efosa Ojomo and Karen Dillon reveal why so many investments in economic development fail to generate sustainable prosperity and offers a groundbreaking solution for true and lasting change.

Leveraging more than two decades of experience organizing innovation tournaments in Silicon Valley and on Wall Street, from Buenos Aires to Kuwait City, Shanghai to Moscow, and with many Fortune 500 companies, two renowned researchers, entrepreneurs, and the foremost experts on innovation tournaments offer a template that you can use to generate winning ideas that will drive great outcomes―whatever your challenges, whatever your business.

From Thomas Edison to Steve Jobs, the "nail it then scale it" method is based on pattern recognition of the timeless principles and key practices used by successful entrepreneurs to repeatedly innovate. These processes and principles have now been distilled into a handbook to guide entrepreneurs and innovative product managers to victory. Stop following conventional wisdom, and join the few entrepreneurs that can consistently take their innovative idea all the way to a successful company launch.

In this book, enterprise architecting experts Deborah Nightingale and Donna Rhodes offer a framework for enterprise transformation. Successful transformation, they believe, starts with a holistic approach, taking into consideration all facets of the enterprise and its environment rather than focusing solely on one factor-information technology, for example, or organizational structure. This is architecting the future enterprise: creating a blueprint for what the enterprise will look like after the transformation.

Bienvenue dans le laboratoire du sommeil d’Audible studio. Vous trouverez dans la collection "Relax art" différentes expériences sonores à utiliser à comme une boite à outil du bien-être et du sommeil. Utilisez ces œuvres sonores pour vous détendre ou vous relaxer. Laissez-vous sombrer, lâchez prise... "RELAX ART" est une collection d’œuvres immersives produites par Laurent Thiry. Pour bénéficier pleinement du caractère immersif, nous vous recommandons l’utilisation d’un casque audio.

In How the World Sees You, author and personal branding expert Sally Hogshead applies the principles of fascination triggers to understanding "personality brands"—how individuals use different triggers to influence, persuade, and captivate others. You already know how you see yourself and the world. But how does the world see you? If you want to be heard and remembered, if you want people to take action on your ideas and opinions, then you need to get the full picture.

The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities. This is not a book by designers for designers; this is a book for creative leaders seeking to infuse design thinking into every level of an organization's products or service to drive new alternatives for business and society.

For more than twenty years, major innovations—the kind that transform industries and even societies—seem to have come almost exclusively from startups. Established companies still dominate most markets, but despite massive efforts and millions of dollars, they can't seem to achieve the same kinds of foundational breakthroughs. The problem, say Tony Davila and Marc Epstein, is that the very processes and structures responsible for established companies' enduring success prevent them from developing breakthroughs. This is the innovation paradox.

Bina Venkataraman sees the way forward. A journalist and former adviser in the Obama White House, she helped communities and businesses prepare for climate change, and she learned firsthand why people don’t think ahead - and what can be done to change that. In The Optimist’s Telescope, she draws from stories she has reported around the world and new research in biology, psychology, and economics to explain how we can make decisions that benefit us over time.

Each of us has our own set of dangers (things we’re afraid of losing), opportunities (the possibility of gaining something), and strengths (our unique skills and experience). I call these our “D.O.S.” issues, and I’ll show you how to use them every day as your key to never-ending growth. This also gives you a repeatable way to gain insight into what matters most to your clients and prospects and cultivate a growth-focused relationship with them.

Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches. And it is well understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both simultaneously. How do you meet the performance requirements of the existing business-one that is still thriving-while dramatically reinventing it?

Every day major headlines tell the story of a new and better American marketplace. Established corporations have begun reevaluating the quality of their products, the ethics of their supply chains, and how they can give back by donating portions of their profits to meaningful causes. Meanwhile millions of entrepreneurs who want a more responsible and compassionate marketplace have launched a new breed of socially focused business models.

Embark on a captivating journey through the realm of innovation management and organizational change with this comprehensive and practical guide. Crafted for professionals, leaders, and students alike, this book offers an inspiring expedition, brimming with insights and strategies to tackle the challenges of an ever-transforming business landscape.

How can great companies do everything right - identify real customer needs, deliver excellent innovations, beat their competitors to market - and still fail? The sad truth is that many companies fail because they focus too intensely on their own innovations, and then neglect the innovation ecosystems on which their success depends. In our increasingly interdependent world, winning requires more than just delivering on your own promises. It means ensuring that a host of partners - some visible, some hidden - deliver on their promises, too.

As humans, what sets us apart is that we can achieve extraordinary goals when we focus, collaborate, and continuously check on our progress. However, even in large companies, only seven percent of the people know their company's top goals. OKRs, objectives, and key results, are what Google and many other top companies have been using deeply immersed into their culture from the very beginning.