Managing Innovation and ChangeDavid Mayle Building on the success of the Second Edition with 19 new chapters, Managing Innovation and Change showcases the best work of thinkers writing in this area and provides a coherent picture of key ideas and concepts to have emerged from this exciting field. Frequently radical and intentionally provocative in terms of topic and treatment, the book: - covers the increasing diversity of pressures to which modern enterprises are subjected; - reviews some of the more persistent acronyms to which the art of management is increasingly prone; - examines the nature of innovation; - looks at the broader issues surrounding change, and - turns to those attributes of leadership which are consistent with the successful management of innovation and change. |
Contents
Introduction | 1 |
Environments | 5 |
Strategies for European Business | 9 |
Moving Beyond Investment Towards Measuring Outcomes | 23 |
Chapter 3 Outsourcing Innovation | 36 |
Chapter 4 From Scenario Thinking to Strategic Action | 44 |
Approaches | 53 |
True or False? | 55 |
Chapter 11 The Era of Open Innovation | 127 |
The Art of Scale How to Turn Someone Elses Idea into a Big Business | 139 |
Change | 153 |
What Why How and When | 155 |
Managing Evolutionary and Revolutionary Change | 170 |
Some Observations on the Implications for Management | 185 |
Chapter 16 Targetng Innovation and Implications for Capability Development | 200 |
Leadership | 221 |
From the Past to the Present | 65 |
A Review of Contemporary Lean Thinking | 75 |
Chapter 8 The Barriers to Customer Responsive Supply Chain Management | 91 |
Innovation | 109 |
Chapter 9 Ackoff on Innovation | 111 |
Chapter 10 How You Can Benefit by Predicting Change | 119 |
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Popular passages
Page 233 - The executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there. No, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it.