The Innovation Paradox: Why Good Businesses Kill Breakthroughs and How They Can Change

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Berrett-Koehler Publishers, 30 jun 2014 - 240 páginas
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For more than twenty years, major innovations—the kind that transform industries and even societies—seem to have come almost exclusively from startups. Established companies still dominate most markets, but despite massive efforts and millions of dollars, they can't seem to achieve the same kinds of foundational breakthroughs.

The problem, say Tony Davila and Marc Epstein, is that the very processes and structures responsible for established companies' enduring success prevent them from developing breakthroughs. This is the innovation paradox.

Most established companies succeed through incremental innovation—taking a product they're known for and adding a feature here, cutting a cost there. It's a solid recipe for growth, but major breakthroughs are hard to achieve when everything about the way your organization is built and run is designed to reward making what already works work a little better. But incremental innovation can coexist with breakthrough thinking.

Using examples from both scrappy startups and long-term innovators such as IBM, 3M, Apple, and Google, Davila and Epstein explain how corporate culture, leadership style, strategy, incentives, and management systems can be structured to encourage breakthroughs. Then they bring it all together in a new model called the Startup Corporation, which combines the philosophy of the startup with the experience, resources, and network of an established company. Startup corporations encourage visionary thinking at all levels—instead of depending on a single Steve Jobs, they have dozens, even thousands of them.

Breakthrough innovation no longer has to be the nearly exclusive province of the new kids on the block. With Davila and Epstein's assistance, any company can develop paradigm-shifting products and services and maximize the ROI on its R&D.
 

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Índice

1 WHAT IS THE INNOVATION PARADOX?
1
2 THE BENEFITS AND LIMITS OF THE BUSINESS UNIT
27
3 THE SUCCESS OF STARTUPS
45
4 THE STARTUP CORPORATION THE NEW KID ON THE BLOCK
67
5 IMPLEMENTING THE STARTUP CORPORATION
96
6 OVERCOMING THE INNOVATION PARADOX DESIGNING THE STARTUP CORPORATION
125
7 INNOVATIVE CULTURES
142
8 LEADING FOR BREAKTHROUGH INNOVATION
157
9 HARD FOUNDATIONS STRATEGY INCENTIVES AND MANAGEMENT SYSTEMS
172
10 WRAPPING UP
188
Notes
195
Index
205
About the Authors
215
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Sobre el autor (2014)

Marc J. Epstein is a Distinguished Research Professor of Management at Jones Graduate School of Business at Rice University. He has been a professor at Stanford Business School, Harvard Business School, and INSEAD. He has written or cowritten nearly twenty books and a hundred papers.

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