- Gebundene Ausgabe: 272 Seiten
- Verlag: Perseus Books; Auflage: illustrated edition (Oktober 1999)
- Sprache: Englisch
- ISBN-10: 0738201103
- ISBN-13: 978-0738201108
- Größe und/oder Gewicht: 23,4 x 15,2 x 2 cm
- Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen Alle Rezensionen anzeigen (1 Kundenrezension)
- Amazon Bestseller-Rang: Nr. 1.127.051 in Englische Bücher (Siehe Top 100 in Englische Bücher)
|
||||||||||||||||||||
|
||||||||||||||||||||
|
||||||||||||||||||||
| ||||||||||||||||||
Produktinformation |
Mehr über die Autoren
Entdecken Sie Bücher, lesen Sie über Autoren und mehr
Produktbeschreibungen
Amazon.co.uk
In The Innovation Premium, two experts with Arthur D. Little show how some of the world's best companies boost shareholder wealth by continually coming up with new products and services and ways of doing business. Ronald S. Jonash and Tom Sommerlatte look at Lucent Technologies, Nokia, Sun Microsystems, Millennium Pharmaceuticals, Pfizer, Canon, Boston Scientific, Daimler-Chrysler and others that rely on innovation to drive growth and profits. They write, "More than a change of leadership, more than a merger or an acquisition, more than a renewed commitment to cost reduction, investors consistently reward--and pay a premium for--innovation". Their main message: a new breed of technology managers is sparking innovation by freeing company researchers to work hand in hand with customers, suppliers, partners and even competitors. Nokia, for example, used this approach in transforming itself into the largest mobile-phone company in the past decade and Lucent did the same in developing a lucrative modem chip for DSL high-speed Internet use. The stocks of both companies also exploded. In a global survey of 669 companies, the authors found that companies can spur innovation with clear management support for generating new ideas, a chief technology officer with executive clout, strong cooperation between marketing and technology departments, and a free flow of information. An illuminating and easy read, The Innovation Premium is for business leaders seeking ways to develop and manage innovation in their organisations. --Dan Ring
-- Dieser Text bezieht sich auf eine andere Ausgabe:
Taschenbuch
.
Amazon.co.uk
In The Innovation Premium, two experts with Arthur D. Little show how some of the world's best companies boost shareholder wealth by continually coming up with new products and services and ways of doing business. Ronald S. Jonash and Tom Sommerlatte look at Lucent Technologies, Nokia, Sun Microsystems, Millennium Pharmaceuticals, Pfizer, Canon, Boston Scientific, Daimler-Chrysler and others that rely on innovation to drive growth and profits. They write, "More than a change of leadership, more than a merger or an acquisition, more than a renewed commitment to cost reduction, investors consistently reward--and pay a premium for--innovation". Their main message: a new breed of technology managers is sparking innovation by freeing company researchers to work hand in hand with customers, suppliers, partners and even competitors. Nokia, for example, used this approach in transforming itself into the largest mobile-phone company in the past decade and Lucent did the same in developing a lucrative modem chip for DSL high-speed internet use. The stocks of both companies also exploded. In a global survey of 669 companies, the authors found that companies can spur innovation with clear management support for generating new ideas, a chief technology officer with executive clout, strong cooperation between marketing and technology departments, and a free flow of information. An illuminating and easy read, The Innovation Premium is for business leaders seeking ways to develop and manage innovation in their organisations. --Dan Ring, Amazon.com
-- Dieser Text bezieht sich auf eine andere Ausgabe:
Gebundene Ausgabe
.
In diesem Buch
(Mehr dazu)
Nach einer anderen Ausgabe dieses Buches suchen.
Nach einer anderen Ausgabe dieses Buches suchen.
Einleitungssatz
The term business cycle is a misnomer. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
The term business cycle is a misnomer. Lesen Sie die erste Seite
Mehr entdecken
Wortanzeiger
Ausgewählte Seiten ansehenWortanzeiger
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
Tags(Was ist das?)Bei einem Tag handelt es sich um ein Schlagwort, das zum Produkt passt.
Tags erleichtern allen Kunden die Suche und die Sortierung ihrer Lieblingsprodukte. |
Eine digitale Version dieses Buchs im Kindle-Shop verkaufen
Wenn Sie ein Verleger oder Autor sind und die digitalen Rechte an einem Buch haben, können Sie die digitale Version des Buchs in unserem Kindle-Shop verkaufen.
Weitere Informationen
Kundenrezensionen
Die hilfreichsten Kundenrezensionen
Format:Gebundene Ausgabe
This book examines how companies become innovation leaders. The authors view first-generation R&D as inadequate; they see innovation as encompassing everything from start to finish, to create new products, services, processes and businesses.
In this enlightening book, a model organization is proposed-the next-generation (NG) company. This is an organization that is collaborative and networked, enabling people to communicate and work together as a team; it is also a knowledge-based learning machine, committed to innovation. NG managers encourage personal interactions and cross-fertilization. The key leadership role is that of the Chief Development Officer who inspires innovation and technology, develops new business, builds strategies, exploits intellectual property, and creates alliances. Many examples are presented to illustrate the NG concept, the framework of which involves strategy, process, resources, organization and learning.
This book presents an excellent macro view of innovative, innovating companies. It is imaginative and provides a compelling vision. Highly recommended. As reviewed by Yvette Borcia and Gerry Stern, editors of Stern's Management Review online, HRconsultant.com, founders, Stern & Associates and the Human Resources Knowledge Network, authors of Stern's SourceFinder: The Master Directory to HR and Business Information and Resources, Stern's Compensation and Benefits SourceFinder, and Stern's CyberSpace SourceFinder.
Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)
Amazon.com:
3 Rezensionen
10 von 11 Kunden fanden die folgende Rezension hilfreich
AN IMAGINATIVE WORK, PROVIDING A VIVID, COMPELLING VISION.
14. Januar 2000
Format:Gebundene Ausgabe
This book examines how companies become innovation leaders. The authors view first-generation R&D as inadequate; they see innovation as encompassing everything from start to finish, to create new products, services, processes and businesses.
In this enlightening book, a model organization is proposed-the next-generation (NG) company. This is an organization that is collaborative and networked, enabling people to communicate and work together as a team; it is also a knowledge-based learning machine, committed to innovation. NG managers encourage personal interactions and cross-fertilization. The key leadership role is that of the Chief Development Officer who inspires innovation and technology, develops new business, builds strategies, exploits intellectual property, and creates alliances. Many examples are presented to illustrate the NG concept, the framework of which involves strategy, process, resources, organization and learning.
This book presents an excellent macro view of innovative, innovating companies. It is imaginative and provides a compelling vision. Highly recommended. As reviewed by Yvette Borcia and Gerry Stern, editors of Stern's Management Review online, HRconsultant.com, founders, Stern & Associates and the Human Resources Knowledge Network, authors of Stern's SourceFinder: The Master Directory to HR and Business Information and Resources, Stern's Compensation and Benefits SourceFinder, and Stern's CyberSpace SourceFinder.
2 von 2 Kunden fanden die folgende Rezension hilfreich
A framework for capturing innovation
15. Februar 2006
Format:Taschenbuch
Businesses that achieve growth and profitability through innovation have been valued higher on Wall Street and have been rewarded by investors. There is a premium on innovation in the marketplace. However, it is often difficult to know how to capture and foster innovation within the organization. Based on studies of companies that have successfully integrated innovation, the authors present both a framework for capturing innovation and guidance on transforming your organization into a next-generation company, where customers, suppliers and strategic partners are all involved in making the company an innovative leader.
The goal of becoming a next-generation company must be management driven and is based on two principles.
1. Management must drive innovation across the entire enterprise to create value.
2. Management must leverage technology and competency to drive sustainable innovation and capture competitive advantage.
The framework the authors present focuses on five areas:
1. Strategy: Companies must construct technology and competency platforms than can be tapped to generate improvements and innovation. Platforms are sets of key technologies and/or capabilities applied as the basis for growth.
2. Process: Companies must be willing to search for innovative ideas in a wide variety of sources at the beginning. At the end, they must be prepared to market an array of products and services, promoting the commercialization of captured innovations.
3. Innovative resources: Invest in alliances with suppliers who will coordinate efforts to save time and money. Leverage the expertise of your employees to sustain innovation.
4. Innovative organization: Create worldwide networks of innovators. Allow ideas to flow across the organization. Network employees to each other and to partners outside the organization.
5. Innovative learning culture: Learning is the key to sustaining the pace of innovation. Learning must be continuous and company-wide. Companies must gather the expertise from every corner of its enterprise and extend it across the organization.
The goal of becoming a next-generation company must be management driven and is based on two principles.
1. Management must drive innovation across the entire enterprise to create value.
2. Management must leverage technology and competency to drive sustainable innovation and capture competitive advantage.
The framework the authors present focuses on five areas:
1. Strategy: Companies must construct technology and competency platforms than can be tapped to generate improvements and innovation. Platforms are sets of key technologies and/or capabilities applied as the basis for growth.
2. Process: Companies must be willing to search for innovative ideas in a wide variety of sources at the beginning. At the end, they must be prepared to market an array of products and services, promoting the commercialization of captured innovations.
3. Innovative resources: Invest in alliances with suppliers who will coordinate efforts to save time and money. Leverage the expertise of your employees to sustain innovation.
4. Innovative organization: Create worldwide networks of innovators. Allow ideas to flow across the organization. Network employees to each other and to partners outside the organization.
5. Innovative learning culture: Learning is the key to sustaining the pace of innovation. Learning must be continuous and company-wide. Companies must gather the expertise from every corner of its enterprise and extend it across the organization.
A Good Read
12. September 2009
Format:Taschenbuch
Innovation Premium is a great resource book on today's emerging need to integrate Creativity and Innovation as vital elements of any business enterprise. Gone are the days of relying on effectiveness and efficiency alone.
As companies around the globe learn to adopt effectiveness and efficiency programs, companies with these advantages will continue to lose those advantages in the future. Only by incorporating an innovative culture in every operation of their companies can they begin to build a new vibrant, dynamic learning organization that can withstand the test of time.
Arthur D Little, Inc.'s research into the relationship between companies which are very innovative like Nokia to their performance in the stock markets are proof enough that investors and financial analysts today give premium to companies who created the right culture on excellence and innovation.
As companies around the globe learn to adopt effectiveness and efficiency programs, companies with these advantages will continue to lose those advantages in the future. Only by incorporating an innovative culture in every operation of their companies can they begin to build a new vibrant, dynamic learning organization that can withstand the test of time.
Arthur D Little, Inc.'s research into the relationship between companies which are very innovative like Nokia to their performance in the stock markets are proof enough that investors and financial analysts today give premium to companies who created the right culture on excellence and innovation.
Waren diese Rezensionen hilfreich?
Wir wollen von Ihnen hören.
Kunden diskutieren
|
Das Forum zu diesem Produkt
Fragen stellen, Meinungen austauschen, Einblicke gewinnen Aktive Diskussionen in ähnlichen Foren
Kundendiskussionen durchsuchen
|
Ähnliche Foren
|
||||||||||||||||||||||||||||||||||
Lieblingslisten
Ähnliche Artikel finden
- Fremdsprachige Bücher > Architektur, Technik & Ingenieurswesen > Ingenieurwesen & Technik > Computertechnik für Ingenieure
- Fremdsprachige Bücher > Architektur, Technik & Ingenieurswesen > Ingenieurwesen & Technik > Industrie, Herstellung & Abläufe > Produktionsprozesse
- Fremdsprachige Bücher > Architektur, Technik & Ingenieurswesen > Ingenieurwesen & Technik > Mechanik
- Fremdsprachige Bücher > Business, Karriere & Geld > Kleinunternehmen & Unternehmertum
- Fremdsprachige Bücher > Business, Karriere & Geld > Management & Führung > Führung
- Fremdsprachige Bücher > Business, Karriere & Geld > Management & Führung > Management
Anhand des Sachgebietes nach ähnlichen Produkten suchen:
Ihr Kommentar
Möchten Sie die Produktinformationen aktualisieren oder Feedback zu den Produktabbildungen geben?
