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Unrelenting Innovation: How to Create a Culture for Market Dominance (J-B Warren Bennis) [Englisch] [Gebundene Ausgabe]

Gerard J. Tellis

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Kurzbeschreibung

22. Februar 2013 J-B Warren Bennis (Buch 178)
The hands-on guide for fostering relentless innovation within your company
 
Gerard Tellis, a noted expert on innovation, advertising, and global markets, makes the compelling case that the culture of a firm is the crucial driver of an organization's innovativeness. In this groundbreaking book he describes the three traits and three practices necessary to create a culture of relentless innovation. Organizations must be willing to cannibalize successful products, embrace risk, and focus on the future. Organizations build these traits by providing incentives for enterprise, empowering product champions, and encouraging internal markets.
 
Spelling out the critical role of culture, the author provides illustrative examples of organizations with winning cultures and explores the theory and evidence for each of the six components of culture. The book concludes with a discussion of why culture is superior to alternate theories for fostering innovation.
* Offers a groundbreaking take on innovation that is driven by a company's culture
* Shows what it takes to create a culture of innovation within any organization
* Based on a study of 770 companies across 15 countries, the origin of 90 radical innovations spanning over 100 years, and the evolution of 66 markets spanning over a 100 years
* Provides numerous mini cases to illustrate the workings of culture
* Written by Gerard Tellis director of the Center for Global Innovation
 
This must-have resource clearly shows the role of culture in driving relentless innovation and how to foster it within any organization.


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"Through decades of rigorous research, Professor Gerard Tellis posits a powerful thesis: that the internal culture of a firm is the primary driver of innovation. . . . This book is deep in theory and rich in insight." -From the Foreword by Vijay Govindarajan
 
In Unrelenting Innovation, Gerard Tellis (a noted expert on innovation, advertising, and global markets) makes the convincing case that the culture of a firm is the crucial driver of an organization's ability to innovate. Using powerful cases to illustrate his message, Tellis shows how changing an organization's culture can overcome the main barrier to innovation-the complacency of success by current incumbents. The ideal culture of an innovative organization is comprised of three traits and three practices. Innovative organizations should be willing to cannibalize successful products, embrace risk, and focus on the future. Leaders can ensure that these traits are incorporated into their organization's culture by introducing the following three practices: provide incentives for enterprise, empower product champions, and encourage internal markets. To bolster this thesis, Tellis outlines why transforming an organization's culture is superior to alternate theories for fostering innovation.
 
Based on multiple research studies and grounded in practical recommendations, Unrelenting Innovation contains a wealth of valuable tools to help senior leaders implement the practices that will foster a culture of relentless innovation. The book is filled with illustrative examples of established companies that have stumbled in recent years due to lack of innovation and rising new stars that have become innovative giants.

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Praise for Unrelenting Innovation
 
"I would rate Unrelenting Innovation as one of the best business books I have read. All CEOs need to read it to avoid the incumbent's curse. Unrelenting Innovation offers brilliant insights into the need for innovation and managing the risks of innovation."
--Philip Kotler, author and S.C. Johnson & Son Professor of International Marketing, Kellogg School of Management, Northwestern University
 
"A brilliant tour de forceon how firms can overcome the incumbent's curse and develop the culture to drive big innovations that will provide growth platforms and prevent irrelevance. Supported by case studies and a practical theory of how innovation-oriented culture is created, the book will be a classic."
--David Aaker, author and vice chairman, Prophet
 
"A brilliant and thought-changing book on why many successful companies fail to innovate and how to overcome an internal culture of resistance. Tellis is a master storyteller!"
--Jagdish Sheth, author, consultant, and Charles H. Kellstadt Professor of Marketing, Goizueta Business School, Emory University
 
"The risk of not carefully reading and implementing the lessons of Tellis' relentless imagination will most surely increase the risk of organization?stagnation, if not failure."
--Warren Bennis, author and Distinguished Professor, University of Southern California
 
"Very few people are better qualified than Tellis to write about innovation and market dominance. Drawing on over 20 years of rigorous, original research, Unrelenting Innovation is a truly comprehensive and deeply serious book about innovation. There is more insight and evidence here on one page than in many business books put together."
--Jaideep Prabhu, author and Jawaharlal Nehru Professor, Judge Business School, Cambridge University
 
"Tellis makes a compelling case that firms with an unrelenting ability to keep innovating are sustained by their distinctive cultures. The payoff from sustaining a culture of organic growth through innovation is a rate of growth that competitors can't match."
--George Day, author and Geoffrey T. Boisi Professor, Wharton, University of Pennsylvania

In diesem Buch (Mehr dazu)
Ausgewählte Seiten ansehen
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis
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5.0 von 5 Sternen How to avoid or overcome "the incumbent's curse" to achieve market dominance 22. Januar 2013
Von Robert Morris - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
By nature, books about innovation should contribute something new and/or something better to our understanding of what innovation is and isn't as well as how to develop a mindset and skills that will enable us to (yes) contribute something new and/or something better. Gerard Tellis makes such a contribution as he explain how to build and then sustain a culture for market dominance. As Vijay Govindarajan suggests in the Foreword, "I like the central argument in this book: success breeds complacency, lethargy, or arrogance - in short, a culture that embraces the status quo instead of the future abhors risk and protects current successful products."

This is what Tellis characterizes as "the incumbent's curse": Becoming successful hampers continued innovation and hinders continued leadership. He identifies three defining traits: "First, incumbents fear cannibalizing their current successful products...Second, incumbents are risk averse...Third, incumbents focus too much on the present" and probably the past. Hence a paradox: To paraphrase Marshall Goldsmith, whatever got an organization to its current success (however defined) will not only be unable to sustain that success; worse yet, it will almost certainly eliminate that success in weeks and months (probably not years) to come.

Simply stated, "unrelenting innovation" is constant effort to make something new and/or make something better." Odd are that, more often than not, innovation will not be the result. The process "fails" only when it does not continue. Every so-called "failure" is in fact a precious learning opportunity. I agree with Tellis that a culture within which innovation thrives must have defining characteristics that include the three he identifies: a willingness to "cannibalize" incumbent products and/or services, embracing risk, and a focus on the future. Organizations that aspire to establish and nourish such a culture must (a) provide appropriate incentives (i.e. strong for successful innovation but weak penalties for anything less), (b) establish internal competitive markets, and (c) empower innovation "champions" who not only create but also develop (with others) whatever is new or better.

These are among the dozens of passages I found to be of greatest interest and value, also listed to suggest the range of subjects covered during the course of the book's narrative:

o Why Incumbents Fail to Innovate Unrelentingly (Pages 3-17)
o Understanding Technological Evolution (33-37)
o The Reflection, Hot-Stove, and The Expectation Effects (63-69)
o Availability Bias (114-121)
o Incentives for Enterprise (143-155)
o Four Characteristics of Markets (181-192)
o Four Characteristics of "Champions" (208-210)
o Steps in Empowering Champions (235-236)
o Micro Theories (238-250)
o Macro Theories (250-260)

With rare exception, the best business books are driven by research and that is certainly true of this one. Check out the list of major studies Tellis cnsulted on Pages 17-19, the additional details in Chapter 8, his Notes (263-288), and his Bibliography (289-306. Exemplar innovation cultures include IBM, Samsung, P&G, and General Motors. However different they may be in most respects, all of them demonstrate highly developed communication, cooperation, and most important of all, collaboration. This book is also a major collaborative effort, as Tellis gratefully acknowledges on Page 307.

No brief commentary such as mine can possibly do full justice to the scope of material that Gerald Tellis provides in this volume but I hope that I have at least suggested why I think so highly of it. Also, I hope that those who read this commentary will be better prepared to determine whether or not they wish to read the book and, in that event, will have at least some idea of how to build and then nourish a culture for market dominance, an achievement that would be of substantial benefit to his readers' professional development as well as to the success of their organization.

Those who share my high regard for this volume are urged to check out as well as Josh Lerner's The Architecture of Innovation: The Economics of Creative Organizations as well as Reverse Innovation: Create Far From Home, Win Everywhere co-authored by Vijay Govindarajan and Chris Trimble with Indra K. Nooyi and The Other Side of Innovation: Solving the Execution Challenge co-authored by Govindarajan and Trimble; also, Steven Johnson's Where Good Ideas Come From: The Natural History of Innovation and two co-authored by Tom Kelley and Jonathan Littman: The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm and The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization.
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5.0 von 5 Sternen The most important book since Christensen's Innovator's Dilemma 19. März 2013
Von Aaron Gasperi - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe|Verifizierter Kauf
This book is case based, insightful, and actionable.

Tellis' scientific, research focused approach identifies the systemic elements that impact an organization's culture and innovation potential. He has created a model and framework for implementing innovation.

Tellis provides something to those of us that advocate for innovation: hope.

Books that are based on one person's consulting experience or conjecture proliferate on the topic. I've ready MANY of them, and ultimately been disappointed.

Tellis' model, "Dynamics of Components of Culture of Innovation," provides a platform for focus and implementation. He spends a minimal amount of time discussing why innovation is needed, while addressing common biases and challenges in his case based narrative.

I bought the book on Friday, read it this weekend (an approachable, non-repetitive read), and am sending a copy to my boss today. It will live on my bookshelf as a favored reference tool for many years.
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5.0 von 5 Sternen Some of the chapters in this book should become classics! 23. Mai 2013
Von Carlos H. Mireles - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
I have read this book many times and I was honored to proof read it by request of the author. In this book, Gerry Tellis thesis claims that innovation is not driven by firm size, location or environment, or by the firm's dominant technologies and expertise. Tellis claims that innovation is mainly driven by culture and every organization, be it small or large, can be great or terrible at it. Clayton Christensen is a scholar who made the terms "innovator's dilemma" and "disruptive innovation" popular. However, according to Tellis, Christensen's ideas are flawed and circular and Tellis very subtly but firmly suggests that Christensen has never figured out how exactly to be disruptive or how to solve the innovator's dilemma. In contrast, Gerry Tellis in this book does provide answers about what it means to be an innovator, what it means to have a culture of innovation, and what are the real dilemmas that innovators face and how these dilemmas can be solved. Tellis proposes simple yet elegant ideas that can be implemented by any firm or person regardless of its resources. Christensen is great at recognizing innovators after they became innovators but that is far from interesting. Success can be easily recognized ex-post! Tellis, on the other hand, is providing us with the insights necessary to recognize innovators ex-ante and much before visible innovative outcomes. Finally, the case studies that Gerard Tellis documents in this book are extremely insightful and surprising. I highly recommend this book to anyone who is aiming at becoming an innovator!

On the critical side: Gerry Tellis makes use of psychology and behavioral decision theory and he is no expert in such areas. His knowledge on those areas is at best superficial. The sections of the book containing psychological concepts are interesting but you should read them with caution as Gerry's expertise is far from psychology or BDT. Gerry Tellis has been doing 30+ years of research in innovation and when he speaks about this topic, absolutely everyone must listen, and this everyone includes leaders like Obama, leaders of schools districts and universities, small firm entrepreneurs, moms and dads, kids, everyone is everyone. However, when Gerry speaks about psychology, you might want to listen to him just because he is a great story teller but be aware that a great story is not always an important and an accurate one.
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1.0 von 5 Sternen Whenever I hear of culture... I release the safety-catch of my Browning! 1. Mai 2013
Von Jackal - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
The top review on amazon is written by a guy who gives five stars to every management book that he reads. With such competition, it is hard to present a balanced view. Anyway, here is my attempt, which surely will be rewarded by lots of negative feedback.

CONTENT
The book describes a number of factors that are supposed to lead to an innovative corporate culture for big firms. If you haven't followed any of the management literature, you might find the discussion interesting: big firms need to take more risk, big firms need innovation champions, etc.

The book does not contain much detailed support for the factors. You need to trust the author's word. The author has written some interesting academic articles, so I do not have a major problem with trusting the author that the factors are important. In addition, the factors that he present are largely quite uncontroversial. However, I am missing the discussion on relative importance as well as how to create the desired corporate culture. A key problem with the corporate culture literature is that describing successful firms tells us nothing about how to actually replicate them. You cannot just transplant a corporate culture through a list of factors.

STYLE
The key problem is the style of the book. It reads pretty much like one of those books on corporate culture published 30 years ago. The best example of that literate is Peters's In Search of Excellence: Lessons from America's Best-Run Companies (Collins Business Essentials). That book contains a list of factors that is supposed to lead to a great culture.

Then we get the obligatory examples of firms that are supposed to illustrate these factors (e.g. Facebook, Apple, and Xerox). 30 years ago you probably needed some inside information to write up these illustrations, but now a simple web-search will give more than enough material.

The book contains a few chapters in the end where, the author briefly discusses research. So either the author or the publisher decided that this material is complicated and should be put in the back. However, that material is not complicated at all.

Are there really executives still out there that reads this kind of stuff with interest? Personally, I would consider the content severely dumbed-down.

GENERAL POINT
Sadly, too many authors publish books way past their prime (e.g. Peters, Prahalad). I do have respect for the current author's research on first mover advantage and how latecomers can gain an advantage as well ans radical innovation in general. If you want to read something from the author pick up Will and Vision: How Latecomers Grow to Dominate Markets or some of the academic writing. His academic articles are interesting and not at all difficult to understand. He is in fact one of the few researchers that both in content and style would appeal to the thoughtful manager.
4.0 von 5 Sternen It's the Culture! 1. November 2013
Von Nick McCormick - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
Yes indeed! Another book about innovation - the holy grail of business. This one is a bit different, though. Author, Gerard Tellis maintains that culture is the key to innovation. An innovative culture is comprised of 3 traits

-A willingness to cannibalize a firm's successful products
-Tolerance for risk
-Focus on the future

So, how does one create a culture which embraces the 3 traits above? By adopting 3 practices:

-Providing incentive for enterprise
-Fostering internal markets
-Empowering innovative champions

The book provides details for how to implement all three.

Tellis is a professor. The 43 page bibliography is evidence of that! Despite the academic rigor that went into its creation, the book is a surprisingly easy and enjoyable read with an appropriate balance of analytics and supporting case studies. It's not brand new information, but it provides an interesting twist on a very popular business topic.
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