
The Innovator's Hypothesis
How Cheap Experiments Are Worth More than Good Ideas
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Narrado por:
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Walter Dixon
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De:
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Michael Schrage
Acerca de esta escucha
What is the best way for a company to innovate? That's exactly the wrong question. The better question: How can organizations get the maximum possible value from their innovation investments? Advice recommending "innovation vacations" and the luxury of failure may be wonderful for organizations with time to spend and money to waste. But this audiobook addresses the innovation priorities of companies that live in the real world of limits. They want fast, frugal, and high-impact innovations. They don't just seek superior innovation; they want superior innovators.
In The Innovator's Hypothesis, innovation expert Michael Schrage advocates a cultural and strategic shift: small teams collaboratively - and competitively - crafting business experiments that make top management sit up and take notice. Creativity within constraints - clear deadlines and clear deliverables - is what serious innovation cultures do. Schrage introduces the 5X5 framework: giving diverse teams of five people up to five days to come up with portfolios of five business experiments costing no more than $5,000 each and taking no longer than five weeks to run.
The book describes multiple portfolios of 5X5 experiments drawn from Schrage's advisory work and innovation workshops worldwide. These include financial service approaches for improving customer service and addressing security challenges; a pharmaceutical company's hypotheses for boosting regulatory compliance; and a diaper division's efforts to give babies and parents alike better "diapering experiences" with glow-in-the-dark adhesives, diagnostic capability, and bundled wipes.
Schrage's 5X5 is enterprise innovation gone viral: Successful 5X5s make people more effective innovators, and more effective innovators mean more effective innovations.
©2014 Massachusetts Institue of Technology (P)2015 Gildan Media LLCLos oyentes también disfrutaron...
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Historia
In the past few years, a number of well-known firms have failed; think of Blockbuster, Kodak, or RadioShack. When we hear about their demise, it often seems inevitable - a natural part of "creative destruction." But closer examination reveals a disturbing truth: Companies large and small are shuttering more quickly than ever. What does it take to buck this trend? The simple answer is: ambidexterity. Firms must remain competitive in their core markets, while also winning in new domains.
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Very very inspirational to me.
- De Fábio en 06-12-17
De: Charles A. O'Reilly III, y otros
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Playing to Win
- How Strategy Really Works
- De: Roger L. Martin, A.G. Lafley
- Narrado por: LJ Ganser
- Duración: 7 h y 9 m
- Versión completa
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Historia
Playing to Win, a noted Wall Street Journal and Washington Post best seller, outlines the strategic approach Lafley, in close partnership with strategic adviser Roger Martin, used to double P&G’s sales, quadruple its profits, and increase its market value by more than $100 billion when Lafley was first CEO (he led the company from 2000 to 2009). The book shows leaders in any type of organization how to guide everyday actions with larger strategic goals built around the clear, essential elements that determine business successwhere to play and how to win.
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The P&G Story
- De lniles en 04-14-15
De: Roger L. Martin, y otros
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The Halo Effect
- ...and the 8 Other Business Delusions That Deceive Managers
- De: Phil Rosenzweig
- Narrado por: Jim Manchester
- Duración: 6 h y 57 m
- Versión completa
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Historia
Much of our business thinking is shaped by delusions that distort our understanding of the real reasons for a company's performance. The most pervasive delusion is the Halo Effect. When a company's sales and profits are up, people often conclude that it has a brilliant strategy, a visionary leader, capable employees, and a superb corporate culture. When performance falters, they conclude the opposite. In fact, little may have changed.
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slow start
- De michael en 01-03-10
De: Phil Rosenzweig
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Winning with Data
- Transform Your Culture, Empower Your People, and Shape the Future
- De: Tomasz Tunguz, Frank Bien
- Narrado por: James Patrick Cronin
- Duración: 5 h y 37 m
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Winning with Data explores the cultural changes big data brings to business, and shows you how to adapt your organization to leverage data to maximum effect. Authors Tomasz Tunguz and Frank Bien draw on extensive background in big data, business intelligence, and business strategy to provide a blueprint for companies looking to move head-on into the data wave. Instrumentation is discussed in detail, but the core of the change is in the culture.
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Content marketing
- De Adam Winn en 12-22-16
De: Tomasz Tunguz, y otros
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Solving Problems with Design Thinking
- Ten Stories of What Works
- De: Jeanne Liedtka, Andrew King, Kevin Bennett
- Narrado por: Dina Pearlman
- Duración: 7 h y 19 m
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Design-oriented firms such as Apple and IDEO have demonstrated how design thinking can directly affect business results. Yet most managers lack a real sense of how to put this new approach to use for issues other than product development and sales growth. Solving Problems with Design Thinking details 10 real-world examples of managers who successfully applied design methods at 3M, Toyota, IBM, Intuit, and SAP; entrepreneurial start-ups such as MeYou Health; and government and social sector organizations.
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Excellent book for design thinkers
- De Amazon Customer en 11-16-16
De: Jeanne Liedtka, y otros
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The Self-Made Billionaire Effect
- How Extreme Producers Create Massive Value
- De: John Sviokla, Mitch Cohen
- Narrado por: Erik Synnestvedt
- Duración: 6 h y 17 m
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Imagine what Atari might have achieved if Steve Jobs had stayed there to develop the first massmarket personal computer. Or what Steve Case might have done for PepsiCo if he hadn't left for a gaming start-up that eventually became AOL. What if Salomon Brothers had kept Michael Bloomberg, or Bear Stearns had exploited the inventive ideas of Stephen Ross? Scores of top-tier entrepreneurs worked for established corporations before they struck out on their own and became self-made billionaires.
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Waste of time!
- De Anonymous User en 05-30-20
De: John Sviokla, y otros
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Who Says Elephants Can't Dance?
- Inside IBM's Historic Turnaround
- De: Louis V. Gerstner Jr.
- Narrado por: Edward Herrmann
- Duración: 8 h y 29 m
- Versión completa
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In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.
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Moderate Start, Picks up FAST!
- De Art H en 02-08-05