Strategic Management Text and Cases[精品].pptVIP

* * * * * * * * * * * * * * * * * * * * * * 12-* 12-* Ch. 12. Managing Innovation and Fostering Corporate EntrepreneurshipLearning Objectives After reading this chapter, you should have a good understanding of: The importance of implementing strategies and practices that foster innovation. The challenges and pitfalls of managing corporate innovation processes. The role of product champions and exit champions in internal corporate venturing. McGraw-Hill/Irwin Strategic Management, 3/e Copyright ? 2007 The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives McGraw-Hill/Irwin Strategic Management, 3/e Copyright ? 2007 The McGraw-Hill Companies, Inc. All rights reserved. After reading this chapter, you should have a good understanding of: How independent venture teams and business incubators are used to develop corporate ventures. How corporations create an internal environment and culture that promotes entrepreneurial development. Managing Innovation McGraw-Hill/Irwin Strategic Management, 3/e Copyright ? 2007 The McGraw-Hill Companies, Inc. All rights reserved. Innovation: using new knowledge to transform organizational processes or create commercially viable products and services Latest technology Results of experiments Creative insights Competitive information Types of Innovation McGraw-Hill/Irwin Strategic Management, 3/e Copyright ? 2007 The McGraw-Hill Companies, Inc. All rights reserved. Degree of innovativeness Radical innovation Fundamental changes and breakthroughs Evoke major departures from existing practices Can be highly disruptive Can transform or revolutionize a whole industry Incremental innovation Enhance existing practices Small improvements in products and processes Evolutionary applications within existing paradigms Types of Innovation McGraw-Hill/Irwin Strategic Management, 3/e Copyright ? 2007 The McGraw-Hill Companies, Inc. All rights reserved. Product and process innovations Product innovation Efforts to create product