LEADER 04105nam  2200673 a 450 
001 9910146125503321
005 20170815161528.0
010   $a1-119-20876-9
010   $a1-282-34841-8
010   $a9786612348419
010   $a0-470-68003-2
035   $a(CKB)1000000000725132
035   $a(EBL)470506
035   $a(OCoLC)609849444
035   $a(SSID)ssj0000299714
035   $a(PQKBManifestationID)12060189
035   $a(PQKBTitleCode)TC0000299714
035   $a(PQKBWorkID)10252264
035   $a(PQKB)10114907
035   $a(MiAaPQ)EBC470506
035   $a(CaSebORM)9780470687352
035   $a(EXLCZ)991000000000725132
100   $a20080221d2008      uy             0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aInnovation leaders$b[electronic resource] $ehow senior executives stimulate, steer and sustain innovation /$fJean-Philippe Deschamps
205   $a1st edition
210   $aChichester, England ;$aHoboken, N.J. $cJossey-Bass$dc2008
215   $a1 online resource (457 p.)
300   $aDescription based upon print version of record.
311   $a0-470-68735-5 
311   $a0-470-51524-4 
320   $aIncludes bibliographical references and index.
327   $aINNOVATION LEADERS; CONTENTS; PREFACE: MAPPING THE INNOVATION LEADERSHIP TERRITORY; ACKNOWLEDGMENTS; PART I: DEFINING AND CHARACTERIZING INNOVATION LEADERS; CHAPTER 1: A SPECIAL FORM OF LEADERSHIP FOR INNOVATION?; CHAPTER 2: WHAT'S SPECIAL ABOUT INNOVATION LEADERS?; CHAPTER 3: STIMULATING BOTTOM-UP INNOVATION; CHAPTER 4: STEERING INNOVATION TOP DOWN; CHAPTER 5: APPOINTING AN INNOVATION CONDUCTOR1; PART II: THE LEADERSHIP IMPERATIVES OF INNOVATION STRATEGIES; CHAPTER 6: RECOGNIZING THE LEADERSHIP IMPERATIVES OF YOUR INNOVATION STRATEGY
327   $aCHAPTER 7: LEADING THE DEVELOPMENT OF NEW/IMPROVED PRODUCTS OR SERVICES REQUIRED: TEAM SPORTS COACHES TO FOSTER INNOVATION DISCIPLINECHAPTER 8: LEADING THE CREATION OF A TOTALLY NEW PRODUCT OR SERVICE CATEGORY REQUIRED: NO-NONSENSE SPONSORS TO STEER THE NEW VENTURE1; CHAPTER 9: LEADING THE CREATION OF A TOTALLY NEW BUSINESS SYSTEM OR MODEL REQUIRED: PRAGMATIC ARCHITECTS TO PUT ALL SYSTEM ELEMENTS IN PLACE; CHAPTER 10: LEADING THE DEVELOPMENT OF NEW/IMPROVED CUSTOMER SOLUTIONS REQUIRED: CONDUCTORS TO DELIVER AN ENHANCED CUSTOMER EXPERIENCE; PART III: DEVELOPING A CADRE OF INNOVATION LEADERS
327   $aCHAPTER 11: BUILDING AN INNOVATION LEADERSHIP ENVIRONMENT: THE LOGITECH CASE1CHAPTER 12: ATTRACTING, DEVELOPING AND KEEPING INNOVATION LEADERS; APPENDIX A: INNOVATION IN LEADERSHIP AND ORGANIZATIONAL CULTURE MODELS; APPENDIX B: GUIDELINES FOR USING THE IDEO VIDEO FOR 'IDEA MANAGEMENT' TRAINING; APPENDIX C: FACTORS AFFECTING THE INNOVATION CLIMATE OF A COMPANY; INDEX
330   $aInnovation leaders promote and address the innovation agenda in their company. Through personal conviction or competitive necessity they are obsessed with providing superior value to customers through innovation. They know how to mobilize their staff behind concrete innovation initiatives and do not hesitate to personally coach innovation teams. For innovation to occur leadership has to be collective. To create a momentum for innovation in their company, leaders from different functions need to team up, to build innovation networks. Innovation leadership is not just an innate talent that can
606   $aCreative ability in business$xManagement
606   $aTechnological innovations$xManagement
606   $aOrganizational change
606   $aLeadership
608   $aElectronic books.
615  0$aCreative ability in business$xManagement.
615  0$aTechnological innovations$xManagement.
615  0$aOrganizational change.
615  0$aLeadership.
676   $a658.4/092
676   $a658.4092
700   $aDeschamps$b Jean Philippe$0116497
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910146125503321
996   $aInnovation leaders$91935400
997   $aUNINA