LEADER 05844nam 2200817 a 450 001 9910453008703321 005 20200520144314.0 010 $a1-118-41690-2 010 $a1-283-89333-9 010 $a1-118-42039-X 035 $a(CKB)2550000000710766 035 $a(EBL)1097791 035 $a(OCoLC)809365737 035 $a(SSID)ssj0000785264 035 $a(PQKBManifestationID)11445710 035 $a(PQKBTitleCode)TC0000785264 035 $a(PQKBWorkID)10793690 035 $a(PQKB)10925090 035 $a(MiAaPQ)EBC1097791 035 $a(DLC) 2012036156 035 $a(CaSebORM)9781118416907 035 $a(Au-PeEL)EBL1097791 035 $a(CaPaEBR)ebr10639269 035 $a(CaONFJC)MIL420583 035 $a(EXLCZ)992550000000710766 100 $a20121228d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aUnrelenting innovation$b[electronic resource] $ehow to build a culture for market dominance /$fGerard J. Tellis 205 $a1st ed. 210 $aSan Francisco, Calif. $cJossey-Bass$d2013 215 $a1 online resource (354 p.) 225 0$aWarren Bennis signature series 300 $aDescription based upon print version of record. 311 $a1-118-35240-8 320 $aIncludes bibliographical references and index. 327 $aUnrelenting Innovation; Copyright; Contents; Figures and Tables; Foreword; Chapter 1 Why Incumbents Fail; Why Incumbents Fail to Innovate Unrelentingly; Paradox of the Incumbent's Curse; Telling Examples; The Preeminence of Culture; Traits for Innovation; Practices for Innovation; Culture as a Primary Explanation; Basis for the Book; Conclusion; Chapter 2 Willingness to Cannibalize Successful Products; Why Incumbents Are Reluctant to Cannibalize Products; Organizational Factors; Why Willingness to Cannibalize Is Important; Finite Growth of Current Products; Increasing Rate of Innovation 327 $aLimitations of AcquisitionsChallenge of Technological Change; Understanding Technological Evolution; On Which Level to Innovate?; What Is the Pattern of Evolution?; On Which Dimension of Performance to Focus?; Blinded to an Opportunity: Microsoft Keywords?; Crippled by Fear of Piracy: Sony MP3 Player; Decline of an Innovator: Eastman Kodak; A Cycle of Cannibalization: Gillette's Innovations in Wet Shaving; Late Move: HP Tablet; Conclusion; Chapter 3 Embracing Risk; Sources of Risk: Innovation's High Failure Rate; The Reflection Effect: Asymmetry in Perceived Risk 327 $aThe Hot-Stove Effect: Learning from FailureThe Expectations Effect: Hope Versus Reality; Innovation's Gain-Loss Function: Type 1 and 2 Errors; Case Histories; Gambling on an Embryonic Market: Toyota's Prius; Initial Stage: Striving for Kakushin (''Rapid Innovation'')-Aim High; Experimentation-Undaunted by Failure; Slow Takeoff-A Testament of Toyota's Faith and Patience; Eventual Success; Gambling on Growth: Amazon.com; Gambling on Vision: Facebook; Hatch of an Idea in a Dorm Room; Bet on Silicon Valley; Risk-Loving Hacker Culture; News Feed Crisis; To Sell or Not to Sell 327 $aOpening the Site to Third-Party ApplicationsRisk Rewards; Gambling on Scale: Federal Express; Conclusion; Chapter 4 Focusing on the Future; Why Future Focus Is Tough; Hot-Hand Bias; Availability Bias; Paradigmatic Bias; Commitment Bias; Planning for the Future; Predicting and Managing Takeoff; Targeting Future Mass Markets; Predicting Technological Evolution; Analyzing Emergent Consumers; Conclusion; Chapter 5 Incentives for Enterprise; Traditional Incentives: Winning Loyalty; Asymmetric Incentives: Turning Failure into Success; Making Incentives Work: Economics and Psychology of Incentives 327 $aMoral IncentivesSocial Incentives; Fairness of Incentives; Framing Incentives; Power of Incentives: IBM's Transformation; Incentives for Enterprise: Google; Perks, Options, and Awards; Time Off to Explore: Structure and Fruits of 20% Off; Challenge of Talent Retention; Incentives for Loyalty: General Motors; Technology Troubles; Labor and Union Priorities; Incentives for Innovation: 3M; Structuring Team Incentives: IBM's Learning from Online Gamers; Conclusion; Chapter 6 Fostering Internal Markets; Characteristics of Markets; Markets as Idea Generators; Markets as Talent Pools 327 $aMarkets as Efficient Resource Allocators 330 $aThe hands-on guide for fostering relentless innovation within your company Gerard Tellis, a noted expert on innovation, advertising, and global markets, makes the compelling case that the culture of a firm is the crucial driver of an organization's innovativeness. In this groundbreaking book he describes the three traits and three practices necessary to create a culture of relentless innovation. Organizations must be willing to cannibalize successful products, embrace risk, and focus on the future. Organizations build these traits by providing incentives for enterprise, empowering pro 410 0$aJ-B Warren Bennis Series 606 $aNew products 606 $aDiffusion of innovations 606 $aCreative ability in business 606 $aTechnological innovations 606 $aStrategic planning 606 $aMarket share 608 $aElectronic books. 615 0$aNew products. 615 0$aDiffusion of innovations. 615 0$aCreative ability in business. 615 0$aTechnological innovations. 615 0$aStrategic planning. 615 0$aMarket share. 676 $a658.4 676 $a658.4/063 676 $a658.4063 700 $aTellis$b Gerard J$0855087 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910453008703321 996 $aUnrelenting innovation$91909235 997 $aUNINA