Get to the future first: discover how outlier organizations leverage strategic novelty to achieve breakthrough performance - and how you can, too! Right now, all around you, there's an explosion of new business models, new product/service categories, and new organizational forms. It's a veritable Cambrian Explosion of business life underway, led by outlier organizations you haven't even noticed yet. Today, many are barely visible to the incumbents in their markets...but some are about to explode into dominance. What do they share? A fundamental commitment to Strategic Novelty (SN). In Strategic Innovation, leading innovation strategists Michael Gibbert and Liisa V(TM)likangas show you how to leverage Strategic Novelty, so you can become the winning disruptor. Gibbert and V(TM)likangas introduce Strategic Novelty through a set of thematically-clustered case studies of leading outlier organizations: businesses different enough to warrant their own break-out categories. These case studies cover novel areas ranging from 3D printing to crowd financing and resource-constrained innovation. Each case is original, previously unpublished, and based at least in part on the authors' direct experiences. These dynamic cases add a real-life process dimension that many other strategy books lack. Readers can explore how these companies' stories continue to play out in both massive success and abysmal failure. The authors reveal why incumbents often don't notice outliers until too late, and show how to recognize both emerging competitors and opportunities for you to adopt SN. They show how to extrapolate the likely impact of any novelty, helping you tell the difference between promising novelties and those destined to fail. Strategic Innovation will be indispensable to anyone seeking more value from strategy: board members and CxOs; strategists; R&D and innovation leaders; entrepreneurs, marketers, business development leaders, futurists, and decision-makers throughout the organization.Biografía del autor:
Michael Gibbert (Milan, Italy) is Professor of Marketing at the Institute for Marketing and Communication at Lugano University. His research interests include the effects of constraints on innovation; consumer behavior, and research methods. His research has appeared in publications ranging from Cognitive Science to the European Management Journal, MIT Sloan Management Review and Strategic Management Journal to The Wall Street Journal. In his researcher-practitioner collaboration, he has helped managers at Siemens, Henkel, Infineon, Infinity, Louisenthal, Lufthansa, and Mini unleash the value of Strategic Novelty (SN). He recently co-authored Using Thematic Thinking to Achieve Business Success, Growth, and Innovation. Liisa V(TM)likangas (Finland) is Professor of Innovation Management at Aalto University and Hanken School of Economics. She has been affiliated with Stanford, London Business School, Keio University (Japan), and IMD (Switzerland). Her research on innovation, strategy and organization has been published in Harvard Business Review, MIT Sloan Management Review, Wall Street Journal, and other leading journals. She authored The Resilient Organization, How Adaptive Cultures Thrive Even When Strategy Fails. She is a board member of SCANCOR, the Scandinavian Consortium for Organizational Research at Stanford University; Sanoma Foundation, dedicated to studying the future, freedom of speech and democracy; and Tekes, The Finnish Funding Agency for Technology and Innovation. She is also affiliated with the Institute for the Future in Palo Alto, CA.
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