Download Developing Innovative Organizations: A Roadmap to Boost Your by B. Gailly PDF

By B. Gailly

Combining insights from best educational learn and skilled managers, this e-book offers a scientific framework to appreciate what innovation is, why it issues, the way it should be controlled and the way it could actually aid your company to arrive its targets.

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Extra info for Developing Innovative Organizations: A Roadmap to Boost Your Innovation Potential

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2008), The Innovation Journey (Oxford University Press). 25 CHAPTER 2 Why worry? The case for innovation Short case: the electric car challenge Developing electric cars is actually an old idea. At the end of the nineteenth century most speed records for cars were held by electric ones, and electric car sales peaked just before the First World War. Infrastructure and public perception problems, combined with new combustion-engines technologies (less noisy, easier to start and more powerful) and increased availability of cheap oil then led the combustion engine to become the focus of car companies’ strategy.

33, pp. 303–327. Henderson, R. M. and Clark, K. B. (1990), “Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failures of Established Firms”, Administrative Sciences Quarterly, Vol. 35, pp. 9–30. Ireland, R. , Covin, J. G. and Kuratko, D. F. (2009), “Conceptualizing Corporate Entrepreneurship Strategy”, Entrepreneurship Theory & Practice, Vol. 33, pp. 19–46. Moore, G. A. (2002), Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers, New York, Harper Paperbacks.

For example, utilities across the world are exploring how the large infrastructures they have built over time can be better exploited. • Untapped customer insights, such as privileged relationships and distribution networks or unique customer data and information that can be exploited across business segments. For example, telecom firms and financial institutions try to improve cross-selling and expand their range of products or services by better leveraging their customer base. • Underexploited capabilities, such as proprietary technologies, standards, functional expertise or infrastructure, or market and competitive intelligence.

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