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Adventures in Innovation: Inside the Rise and Fall of Nortel (English Edition)

Adventures in Innovation: Inside the Rise and Fall of Nortel (English Edition) [Kindle Edition]

John Tyson

Kindle-Preis: EUR 11,30 Inkl. MwSt. und kostenloser drahtloser Lieferung über Amazon Whispernet

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In 1966, recent art college grad, John F. Tyson, became the first industrial designer hired by Northern Electric, Bell Canada’s modest manufacturing arm. In 2000, he retired as vice-president of advanced technology for Nortel, then the world’s leading supplier of communications networks.

Adventures in Innovation—Inside the Rise and Fall of Nortel chronicles John F. Tyson's journey from student to senior executive when an entirely new world of human communications came into being. He traces the development of corporate identity, vision, and activities of Bell-Northern Research (BNR), which would become one of the most innovative and widely respected research-and-development organizations in the world.

Throughout, he candidly portrays the many colourful personalities he met along the way who helped realize grand visions. As an innovator and passionate champion of R&D, he offers critical insights into the interplay of innovation, vision, and leadership as the key to corporate success. He details some of his own pioneering work in user-centred design and market research methods, translating the philosophical to the tangible within a collaborative community of people, process and product, and delivering groundbreaking innovations to the marketplace.

In Adventures in Innovation, John F. Tyson gives readers an insider’s compelling perspective on a turbulent time in communications history, all written with humour and the sense of wonder and delight that marked his fascinating career.

Über den Autor und weitere Mitwirkende

John Tyson is an industrial designer, inventor, angel investor and accomplished senior executive who spent over 35 years with Bell-Northern Research (BNR) and Nortel Networks. During this time he focused on product design, R&D, marketing, and advanced technology. His principles on user-centered design, innovation, and design-based thinking have been detailed in numerous publications and his work has been featured in museums and galleries including the Museum of Modern Art in New York, the National Art Gallery of Canada, the Canadian Museum of Science and Technology, the Canadian Museum of Civilization, and the Toronto Design Exchange (DX). His work has also been featured on two Canadian postage stamps.


  • Format: Kindle Edition
  • Dateigröße: 401 KB
  • Seitenzahl der Print-Ausgabe: 229 Seiten
  • ISBN-Quelle für Seitenzahl: 0993619304
  • Verlag: John F. Tyson Publishing (9. Januar 2014)
  • Verkauf durch: Amazon Media EU S.à r.l.
  • Sprache: Englisch
  • Text-to-Speech (Vorlesemodus): Aktiviert
  • X-Ray:
  • Amazon Bestseller-Rang: #632.982 Bezahlt in Kindle-Shop (Siehe Top 100 Bezahlt in Kindle-Shop)

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Die hilfreichsten Kundenrezensionen auf (beta) 4.8 von 5 Sternen  8 Rezensionen
7 von 7 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen If your technology driven....believe in R&D....a must read 14. Januar 2014
Von Gigger - Veröffentlicht auf
Just read your book... A fabulous Read! I joined BNR in 73.... Just spent the afternoon re living the past! Although we had more than our fair share of "the good, the bad and the ugly", we developed an emotional Bonding, that exceeded all the turmoil and 5 years after the demise, still lives in the minds and especially the hearts of those of us who "got it".

No one will ever take that emotion away! JFT You just reconnected the dots !
1 von 1 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen A candid insight into how to go from on-top to nothing... 21. März 2014
Von Anthony Buckton - Veröffentlicht auf
Format:Kindle Edition|Verifizierter Kauf
Having been apart of the Nortel family - albeit one of the acquisitions that John describes, I was there for the ride too.
What I didn't know until reading the book was of the rich history of what was there before - particularly from John's perspective.
That being said, it is John's perspective and I don't know if he was that connected with some of the innovation coming into Nortel through acquisition that was ignored - but then again, there were the "suits" that controlled that interaction.

For anyone that wants to pursue innovation - read this book. For anyone that wants to understand mismanagement (not by John) read this book.

Thanks for taking the time to write it John - there were plenty of people who've rode on, and enjoyed, the rollercoaster that you helped build.

1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen A Fascinating Read 4. März 2014
Von Robert Starkes - Veröffentlicht auf
Format:Taschenbuch|Verifizierter Kauf
John has done an excellent job of capturing the spirit of innovation that existed in BNR (previously Northern Electric R&D Labs) for several decades. I joined the labs in 1969 and experienced many of the events that John described. His description of the special feeling that existed in the labs in the early years brought back many memories. This is a "must read" for anyone who worked in the labs for any period of time, as well as for anybody who did not work in the labs, but who might be interested in understanding Nortel from an R&D perspective.
1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Wild times, no doubt! 7. Februar 2014
Von Dario Meli - Veröffentlicht auf
Format:Kindle Edition|Verifizierter Kauf
Excellent story telling of a time and place where important components of our modern culture were dreamt up and commercialized.
1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Fascinating legacy from the master innovator 5. Februar 2014
Von CP Slaby - Veröffentlicht auf
Format:Kindle Edition|Verifizierter Kauf
This book is a riveting personal account of the Nortel/BNR story by one of the key R&D executives who has been there for most of the ride since 1966 until 2001, almost the end. There are many facets to his story but at the heart of it is one of universal interest to anyone in the high-tech community: the eternal tension between creativity and innovation on one hand, and the need to maximize revenue and profits.

This tension, between, as Tyson calls it, “pinstriped executives driving sales and white-coated lab engineers pursuing ideas for products a decade away”, is not difficult to maintain in balance as long as both camps talk to each other and the top leadership listens. But it is easy to stop listening as sales grow through the roof, the stock price is exploding and you are in the midst of a wild binge of acquisitions and hiring waves.

Putting R&D spending under the control of the operating businesses focused on immediate products and profits carries a huge risk that research will become just another cost, rather than an investment in the future. In the battle between the operating, money-making arm of the organization and the R&D operation, the scales are tipped towards the former. At the end it will win this unless there is a strong structural protective cocoon around R&D and the enlightened top leadership which does not waiver. Arguably, Nortel collapsed because the conversation stopped between the two camps.

In one of his recalled stories, Tyson asks Scrivener, Nortel’s CEO at the time, about managing business strategy and tactics. It is instructive, that as CEO he owned the strategy and the vision, and considered the operating and marketing plans to be tactical. Consequently he advised aspiring executives to learn to manage the strategy and delegate the tactics. Even more memorable, when asked for his planning horizon, he answered: “10 years.”

When a CEO loses it and falls prey to the short-term expediency rather than viewing R&D as long-term investment, that delicate tension balance will break-down and the internal fighting will start over marketing as an expense versus an investment. This leads to a waste of a lot of money, resources, and time. Ultimately, the collapse will be in sight.

Under these circumstances, there is only one more potential savior: the enlightened, competent Board of Directors which takes seriously its fundamental responsibility to proactively set the strategic direction of the company. However, if the Board allows itself to become too remote from the corporate culture, shielded by executives who consider the directors a necessary evil, it will turn itself into ineffective caretakers as in Nortel’s case towards the end when “Board members were little more than well-meaning, part-time sophisticated contractors who were well compensated to meet the minimal legal requirements.”

There are many valuable lessons from Nortel’s story – the biggest tragedy in Canadian high-tech – which are worth pondering to help other tech organizations. Tyson's book by focusing on the innovation and the achievements of Nortel rather than its tragic demise puts the weight where it needs to be and serves as a refreshing reminder of what was achieved by some very talented people. An inspiring legacy indeed!
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