Оглавление
Pascal Latouche. Open Innovation
Table of Contents
List of Tables
List of Illustrations
Guide
Pages
Open Innovation: Human Set-up
Acknowledgments
Preface
Introduction
I.1. No obvious predisposition
I.2. What’s this “thing”?
I.3. How do you do it?
I.4. Design and launch
I.5. You (really) want to know everything!
I.6. The three parts
PART 1. Multiple Journeys
Introduction to Part 1
1. Mr. José Jacques Gustave, the Global Entrepreneur!
1.1. Context
1.1.1. Parents-warrior
1.1.2. Difficult school years
1.1.3. An asserted curiosity
1.2. The little voice inside
1.2.1. The journey of awakening
1.2.2. Reconciliation
1.2.3. Values
1.3. The fool with the hands full
1.3.1. A network
1.3.2. Convictions
1.3.3. A thirst to move forward
2. Mrs. Cindy Dorkenoo, No Destiny, Only What She Does!
2.1. Context
2.1.1. “Classic” parents
2.1.2. Boring education
2.1.3. The period of studies
2.2. From employment to entrepreneurship
2.2.1. Not made for wage-earning
2.2.2. Full-time entrepreneurship
2.2.3. Naïas, a means and not an end
3. Mrs. Elodie Sarfati, a Brownian Journey!
3.1. Context
3.1.1. A modest and open environment
3.1.2. Quiet schooling
3.1.3. Studies
3.2. Time to build
3.2.1. A student entrepreneur
3.2.2. Back to employment
3.2.3. Getting started
4. Mrs. Chrystèle Sanon, “A Schizophrenic Who Treats Herself?”
4.1. Context. 4.1.1. The origins
4.1.2. A voluntary journey
4.1.3. Towards working life
4.2. From employment to entrepreneurship
4.2.1. The emergence of an entrepreneur
4.2.2. Her first entrepreneurial experience
4.2.3. FULL’STREET, the launch
5. Mr. Christophe Vattier, the Lucky Rebel!
5.1. Context
5.1.1. Origins
5.1.2. Teenage years of disruption
5.1.3. A dream student life
5.2. From employment to entrepreneurship
5.2.1. Classical wage earning
5.2.2. Entrepreneurial wage earning
5.2.3. Pure entrepreneurship
6. Mrs. Lise Bellavoine, When Entrepreneurship Becomes an Art!
6.1. Context
6.1.1. Nothing but nature
6.1.2. A poet
6.1.3. The loop
6.2. Employment to entrepreneurship
6.2.1. Paid employment
6.2.2. The trigger
6.2.3. Entrepreneurship
7. Ms. Laura Nordin, the Paradigm Shift?
7.1. Context
7.1.1. Middle-class background
7.1.2. Standardized education
7.1.3. Easy schooling and education under influence
7.2. From employment to entrepreneurship
7.2.1. In the family business
7.2.2. Reconversion
7.2.3. Minut’Prod
Conclusion to Part 1
PART 2. Marrying Two “Mindsets”
Introduction to Part 2
8. Effectuation Vs. Causation
8.1. From beliefs to paradigms
8.1.1. Predicting the future to better control it (old paradigm)
8.1.2. Controlling the future to better prevent it (new paradigm)
8.1.3. Saras Sarasvathy’s effectuation theory
8.2. From one mode to another
8.2.1. Criticisms of causation
8.2.2. The first principle
8.2.3. The other principles
8.3. From one world to another
8.3.1. The raw unfiltered reality
8.3.2. The operational team of a business unit
8.3.3. Similarities and differences
9. One Stage, Two Headliners
9.1. The distribution of roles
9.1.1. The corporate open innovation structure as a stage
9.1.2. Mr. X, in the role of a business unit employee
9.1.3. Mr. S, in the role of the start-up’s CEO…
9.2. The difficulties of the script
9.2.1. Mr. X and Mr. S, the millefeuille effect
9.2.2. Mr. X and Mr. S, the swarm effect…
9.2.3. Mr. X and Mr. S, the “not invented here” effect…
9.2.4. Mr. X and Mr. S, the “It’s up to me” effect…
9.3. The recurrence of obstacles
9.3.1. One thing, multiple views
9.3.2. The not guilty silences
9.3.3. Those who decidedly didn’t understand anything
9.3.4. The unwilling pirates
10. Two Ecosystems
10.1. The ecosystems in question
10.1.1. The external ecosystem (of start-ups)
10.1.2. The internal ecosystem (of the large group)
10.1.3. External ecosystem vs. internal ecosystem
10.2. Actors’ behavior
10.2.1. Three attitudes or behaviors
10.2.2. Some polemical illustrations
10.2.3. Collaboration to oil the wheels
10.3. Associated risks
10.3.1. The source of risks
10.3.2. Fiscal risk
10.3.3. HR risk
10.3.4. Security risk
10.3.5. Compliance risk
10.3.6. Purchasing risk
10.3.7. Image risk
10.3.8. Intellectual property risk
Conclusion to Part 2
PART 3. The Mysteries of the Profession
Introduction to Part 3
11. Skills and Influences
11.1. “Hard” skills or situational intelligence
11.1.1. Benevolent control
11.1.2. Understanding the organizational microcosm
11.1.3. Knowing how to problematize
11.1.4. Tips and tricks to develop your “hard” skills
11.2. Soft skills or people’s intelligence
11.2.1. The art of advocacy
11.2.2. The art of defining
11.2.3. The art of motivating
11.2.4. The art of building an identity network
11.2.5. The art of changing norms
11.2.6. Tips and tricks to develop your “soft” skills
11.3. Acting with your skills
11.3.1. Relative advantages
11.3.2. Complexity
11.3.3. Functional ambiguity
12. Useful Resources
12.1. Useful human resources
12.1.1. Human management
12.1.2. Business developers
12.1.3. Ecosystem management
12.1.4. Digital communication
12.2. Useful “non-human” resources
12.2.1. The basis
12.2.2. Going further
12.2.3. The real false costs
12.3. Misuse…
12.3.1. Misuse from start-ups
12.3.2. Misuses from the large group
12.3.3. Corporate open innovation, this human misuse?
13. Operation Principles
13.1. Social operating principles (social functioning)
13.1.1. Social principle 1: situational intelligence
13.1.2. Social principle 2: people’s intelligence
13.1.3. Social principle 3: the intelligence of moments
13.2. Structural operating principles (structural operation)
13.2.1. Structural principle 1: the “corporate network” dimension
13.2.2. Structural principle 2: permanent iterations
13.2.3. Structural principle 3: “learning by doing”
13.3. Business principles of operation (business functioning)
13.3.1. The events
13.3.2. Satisfaction
13.3.3. Direct values
Conclusion to Part 3
Conclusion
C.1. The mindset entrepreneur
C.2. Biology
C.3. Past lived and desired future
References
Index. A, B, C
D, E, F
G, H, I
J, L, M
N, O, P
R, S, T, V
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