创新的战争与和平(《Stop the innovation wars》).pptVIP

Stop the Innovation Wars by Vijay Govindarajan and Chris Trimble About the Author Vijay Govindarajan （维杰?高文达拉简) 达特茅斯大学塔克商学院（Dartmoutn‘s Tuck School of Business）国际企业讲座教授，也是该校全球领导中心的创办主任。他是奇异公司第一位驻企业教授，也是首席创新顾问。 Chris Trimble（克里斯?特林博） 在塔克商学院任教，是既有组织创新专家，与高文达拉简合著《创新的另一面》（The Other Side of Innovation-Soliving the Execution,Harvard Business Review Press, 2010）。 Create a Partnership Create a Partnership The Opinion in this Article: But that conventional wisdom is worse than simple minded. It is flat wrong. Isolation may neutralize in fighting, but it also neuters innovation. Create a Partnership Create a Partnership How One Company Organized for Growth Step1:Divide the labor. Step1:Divide the labor. Step 2: Assemble the dedicated team. Step 2: Assemble the dedicated team. Step2:Assemble the dedicated team. Step 3: Anticipate and Mitigate the Strains Step 3: Anticipate and Mitigate the Strains Peroration * * L/O/G/O * * L/O/G/O 0940401115 许文丹 Brainstorm? Talk condescendingly. Neither discipline nor accountability. Bureaucratic, robotic, rigid, ossified, staid, dull, decaying, controlling, patronizing…and just plain old. The Innovation Team The Performance Engine The Result: Separated And Isolated manufacturing capabilities customer relationships brands It not only ends up duplicating things it already has but also forfeits its primary advantage over smaller, nimbler rivals—its mammoth asset base. technical expertise sustaining and disruptive incremental and radical new processes, new products, new businesses, and high risk new ventures competence enhancing and competence destroying M1 M2 M4 M3 It can be adapted to initiatives that span many innovation categories. This article will show how to make the unlikeliest partnership work. There are three steps. Assemble the right dedicated team. Anticipate and mitigate strains in the partnership Second Third Decide which tasks the performance engine can handle and which you’ll need to hand off to a dedicated