战略创新十法则TEN RULES 4 STRATEGIC INNOVATORS azw3 极速 下载 snb txt pdf pdb 夸克云

By burying their titular 10 rules in a small final chapter, Govindarajan and Trimble commit the first deadly sin of business writing: ambiguity. Before that, readers can be forgiven for believing there are only three fundamental principles for stewarding innovative projects within established companies: forgetting, borrowing and learning. The Fast Company columnists, who cofounded a leadership institute at Dartmouth's business school, argue that most companies do not understand how to foster a genuinely experimental environment. Judging the new company ("NewCo") by the performance standards of the core company ("CoreCo") won't inspire change, hence the need to forget. But NewCo does have to borrow selectively from CoreCo's best resources in order to gain the foothold necessary for success, and it must learn from its experiences rather than stick blindly to its earliest plans. Govindarajan and Trimble use case studies from four industries, including manufacturing and online media. The examples, supplemented by numerous figures that reduce ideas to clear bullet points, get their points across effectively, but some readers may grow impatient waiting for the promised rules to turn up.

作者简介：

Vijay Govindarajan is the Earl C.Daum 1924Professor of International Business at the Tuck School of Business at Dartmouth College.

Chapter Seven How BEING BOLD, COMPETITIVE, OR DEMANDING CAN INHIBIT LEARNING

Chapter Eight How BEING REASONABLE, INSPIRING,OR DILIGENT CAN INHIBIT LEARNING

Chapter Nine FINDING GOLD WITH THEORY-FocuSED PLANNING

Chapter Ten THE TEN RVLES EXPLAINED

Notes

Index

About the Authors

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