Fearless Innovation
Реклама. ООО «ЛитРес», ИНН: 7719571260.
Оглавление
Alex Goryachev. Fearless Innovation
INNOVATION
CONTENTS
Guide
Pages
Acknowledgments
Introduction: From Buzzword to Reality
Living with Change
Okay, But WTF Is Innovation?
Fearless Innovation
Notes
Chapter 1 Innovation Is Now or Never
Don’t Join the Dying Breeds
The Three (Worst) Responses to Change
Work with Change, Not Against It
Innovating for a Higher Purpose
The Rise of Purpose-Driven Businesses
Know When to Take Action
Case Study: LEGO
Summary: Innovation Waits for No One
Principle
Action
Obstacle
Outcome
Notes
Chapter 2 No Leadership = No Strategy = No Innovation
Recognize How Dysfunction and Stagnation Begin
High Rates, and the High Cost, of Disengagement
Take Responsibility
Start with a Goal in Mind
Ask Questions
Before You Act, Shut Up and Listen
Clarify and Publish Employee Sentiments, Goals, and Strategy
Case Study: Wikimedia Foundation
Summary: Lead, Strategize, Innovate
Principle
Actions
Obstacles
Outcome
Notes
Chapter 3 If You Can’t Measure It, You Can’t Manage It
Get Real About Innovation
Find the Metrics
Incentivize Innovation through Radical Transparency
Let’s Be Honest
Time It Right
Case Study: TripAdvisor
Summary: Metrics Matter
Principle
Action
Obstacle
Outcome
Notes
Chapter 4 Innovation Is Not Disruption
Stop Thinking “Disruptively”
Turn Disruption into an Opportunity
Start Thinking Pragmatically
Get Back to the Basics
Case Study: Dyson
Summary: The Pen Is Mightier than the Program
Principle
Action
Obstacle
Outcome
Notes
Chapter 5 The Lonely Innovator Myth
Treat Innovation Like a Team Sport
Beware of Silos
Tear Down the Walls
Foster Diversity and Inclusion
Partner with HR
Case Study: Cisco
Summary: Innovation Is a Team Sport
Principle
Action
Obstacles
Outcome
Notes
Chapter 6 Innovation Wants to Be Free
Come Together
Innovation Accelerators and Incubators
Take Co-Innovation to the Next Level
Customers
Cities and Governments
Academia
Nonprofits
Innovation for All
Case Study: IKEA
Summary: The Freedom of the Ecosystem
Principle
Action
Obstacles
Outcome
Notes
Chapter 7 Outcomes Must Be Orchestrated
Don’t Let Innovation Get Lost
Hire a Chief Innovation Officer
Put Governance Processes into Action
Build Innovation Teams
Centralized
Decentralized
Hybrid
Case Study: Bloomberg Philanthropies
Summary: Orchestrating Invisible Innovation
Principle
Action
Obstacles
Outcome
Notes
Chapter 8 Communicate, Communicate, Communicate
Invest in Communications Skills and Capabilities
Communication Leads to Transformation
Start Internally
Connect with Employees
Show Executives the Way
Create Dialogue Externally
Talk to Your Customers
Maintain Open Dialogues with Partners
Case Study: Instant Pot
Summary: Discover, Listen, Act
Principle
Action
Obstacles
Outcome
Notes
Conclusion: Business as Usual
About the Author
Index. A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
R
S
T
U
V
W
X
Y
Z
WILEY END USER LICENSE AGREEMENT
Отрывок из книги
GOING BEYOND THE BUZZWORD
.....
At the bottom level, we have our most basic physiological needs, such as food, shelter, and clothing. The next level up is safety, covering aspects like personal safety and financial security. Level three is that of friendship, family, and a sense of connection, known as the love and belonging level. The fourth level is esteem, including self-esteem, status, and the feeling of accomplishment. And the top level is self-actualization, basically a level that’s all about being the best people we can be, focused on a sense of morality, personal development, and creativity.
This pyramid shows that as one set of needs are met, others arise, and they always will until we reach the self-actualization zone. And though self-actualization is an excellent concept we should all strive for, it seems that for most people, more material desires will continue to replace any that have been met. (I’ll leave whether or not this is an endless cycle to the psychologists and real therapists.) The point is that, depending on time, place, and circumstances, fulfilling all of these needs presents challenges, especially as we move on up the pyramid.
.....