Product Description
While most companies recognize the key significance and importance of innovation, this is frequently overwhelmed by short term objectives and constraints. This is the innovation paradox. The aim of this book is to describe management practices that resolve this paradox by decisively choosing the route of sound business and wealth creation, focussing in particular on the role of the CEO, redefining the firm's innovation perimeter, providing opportunities where entrepreneurial energy can be unleashed to generate innovation-led growth and motivating the main actors in the innovation process. All of these approaches demand that boards and shareholders develop a much more activist perspective in supporting longer-term ventures. Examples are taken from a number of technology and other companies, including Philips, Sony, Hitachi, British Telecom, Aventis, 3M, and Vivendi.
Book Description
Innovation is central to the success of technology companies. The CEOs of these companies must make a priority of ensuring that technical know how is effectively converted into value. The paradox is that they rarely do. Resolving the Innovation Paradox shows how to put innovation for longer-term growth at the centre of the CEO radar. One tool is distributed innovation. Distributed innovation offers companies two main benefits. First, companies raise revenue by using channels such as licensing and selling innovation projects. Second, companies tap into external technical know-how, combining it seamlessly with their internal capabilities to develop 'high impact' products and services. Unconstrained by internal resources, such firms gain in agility. Resolving the Innovation Paradox offers examples from companies such as Generics, Intel, Nokia and Samsung. The book is addressed to all readers interested in managing innovation. Visit the companion website at www.innovationparadox.com.
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