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.
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From inside the book
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... Corporate Social Responsibility Simon Knox and Stan Maklan 3 Outsourcing Innovation Pete Engardio and Bruce Einhorn vii ix 1 5 9 233 36 4 From Scenario Thinking to Strategic Action 44 Ian Wilson Part 2 Approaches 53 5 Quality is Dead in ...
... Corporate Social Responsibility Simon Knox and Stan Maklan 3 Outsourcing Innovation Pete Engardio and Bruce Einhorn vii ix 1 5 9 233 36 4 From Scenario Thinking to Strategic Action 44 Ian Wilson Part 2 Approaches 53 5 Quality is Dead in ...
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Contents
Gaining Competitive Advantage in a Carbonconstrained World | 9 |
The Triumph of Humility and Fierce Resolve | 18 |
Outsourcing Innovation | 36 |
Approaches | 53 |
Learning to Evolve | 75 |
The Barriers to Customer Responsive Supply Chain Management | 91 |
Innovation | 109 |
How you can Benefit by Predicting Change | 119 |
Change | 153 |
Ambidextrous Organizations | 170 |
Technical Entrepreneurship in High Technology Small Firms | 185 |
Targeting Innovation and Implications for Capability Development | 200 |
Leadership | 221 |
Level 5 Leadership | 234 |
The FailureTolerant Leader | 249 |
Paradox of Coordination and Control | 258 |
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Common terms and phrases
achieve Ackoff agile Airlines assessment balanced scorecard behaviour challenge companies competing competition competitors concept continuous improvement coordination corporate costs create culture decision disruptive EFQM emissions empowerment environment example excellence executives failure Flextronics focus front-line employees functional global good-to-great groups Harvard Business School ideas identify important incremental industry initiatives International Journal investment involvement kaizen leadership lean manufacturing lean production lean thinking learning Level 5 leaders London Management Review manufacturing Marks and Spencer Motorola Oakey open innovation operations organisation organization outcomes paradigm Paul Geroski performance potential practice problems production line approach profit relationships requires responsibility retail risk role scenario planning scenarios sector senior management six sigma social Southwest stakeholders strategy success supervisors suppliers supply chain management technical entrepreneurs tion value stream mapping Womack