| 000 | 03656cam a22004578i 4500 | ||
|---|---|---|---|
| 001 | 19412833 | ||
| 003 | BJBSDDR | ||
| 005 | 20250225135538.0 | ||
| 006 | a|||||r|||| 00| 0 | ||
| 007 | ta | ||
| 008 | 161202s2017 mau b 001 0 eng c | ||
| 010 | _a 2016049137 | ||
| 020 | _a9781633691681 (hardcover : alk. paper) | ||
| 020 | _a1633691683 (hardcover : alk. paper) | ||
| 040 |
_aMH/DLC _beng _cMH _erda _dDLC |
||
| 041 | _aeng | ||
| 042 | _apcc | ||
| 050 | 1 | 4 |
_aHD 45 _bR649p 2017 |
| 082 | 0 | 0 | _a658.4/063 |
| 100 | 1 |
_aRobertson, David C. _q(David Chandler) _940851 |
|
| 245 | 1 | 4 |
_aThe power of little ideas : _ba third way to innovate for market success / _cDavid Robertson with Kent Lineback. |
| 246 | 1 | 4 |
_aThe power of little ideas : _ba low-risk, high-reward approach to innovation |
| 264 | 1 |
_aBoston, Massachusetts : _bHarvard Business Review Press, _c2017. |
|
| 300 |
_axiii, 236 pages ; _c25 cm. |
||
| 336 |
_atext _2rdacontent |
||
| 337 |
_aunmediated _2rdamedia |
||
| 338 |
_avolume _2rdacarrier |
||
| 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.-- _cProvided by publisher |
||
| 650 | 0 | _aTechnological innovations. | |
| 650 | 4 |
_aInnovaciones tecnológicas _96528 |
|
| 650 | 0 | _aNew products. | |
| 650 | 4 |
_aProductos nuevos _99520 |
|
| 650 | 0 | _aManagement. | |
| 650 | 4 |
_aAdministración _9165 |
|
| 700 | 1 |
_aLineback, Kent, _d1943- _940766 |
|
| 906 |
_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg |
||
| 942 |
_2lcc _cBK |
||
| 999 |
_c122854 _d122854 |
||