MARC details
| 000 -LEADER |
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| fixed length control field |
05182 a2200205 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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131130b xxu||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
978-81-265-4142-3 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.4063 |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
TELLIS, GERARD J. |
| 9 (RLIN) |
11413 |
| 245 ## - TITLE STATEMENT |
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| Title |
UNRELENTING INNOVATION: HOW TO BUILD A CULTURE FOR MARKET DOMINANCE |
| Statement of responsibility, etc |
GERARD J.TELLIS |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Name of publisher, distributor, etc |
JOSSEY-BASS - A WILEY IMPRINT |
| Date of publication, distribution, etc |
2013 |
| Place of publication, distribution, etc |
NEW DELHI |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
XIV, 332 P. |
| Other physical details |
HARD |
| 505 ## - FORMATTED CONTENTS NOTE |
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| Formatted contents note |
<br/>Figures and Tables xi<br/><br/>Foreword xiii<br/><br/>1 Why Incumbents Fail 1<br/><br/>Why Incumbents Fail to Innovate Unrelentingly 3<br/><br/>The Preeminence of Culture 7<br/><br/>Culture as a Primary Explanation 15<br/><br/>Basis for the Book 17<br/><br/>Conclusion 19<br/><br/>2 Willingness to Cannibalize Successful Products 23<br/><br/>Why Incumbents Are Reluctant to Cannibalize Products 24<br/><br/>Why Willingness to Cannibalize Is Important 28<br/><br/>Understanding Technological Evolution 33<br/><br/>Blinded to an Opportunity: Microsoft Keywords? 39<br/><br/>Crippled by Fear of Piracy: Sony MP3 Player 41<br/><br/>Decline of an Innovator: Eastman Kodak 45<br/><br/>A Cycle of Cannibalization: Gillette's Innovations in Wet Shaving 49<br/><br/>Late Move: HP Tablet 53<br/><br/>Conclusion 54<br/><br/>3 Embracing Risk 59<br/><br/>Sources of Risk: Innovation’s High Failure Rate 59<br/><br/>The Reflection Effect: Asymmetry in Perceived Risk 63<br/><br/>The Hot-Stove Effect: Learning from Failure 65<br/><br/>The Expectations Effect: Hope Versus Reality 68<br/><br/>Innovation’s Gain-Loss Function: Type 1 and 2 Errors 69<br/><br/>Case Histories 75<br/><br/>Gambling on an Embryonic Market: Toyota’s Prius 75<br/><br/>Gambling on Growth: Amazon.com 84<br/><br/>Gambling on Vision: Facebook 90<br/><br/>Gambling on Scale: Federal Express 103<br/><br/>Conclusion 106<br/><br/>4 Focusing on the Future 109<br/><br/>Why Future Focus Is Tough 111<br/><br/>Availability Bias 114<br/><br/>Paradigmatic Bias 116<br/><br/>Commitment Bias 119<br/><br/>Planning for the Future 121<br/><br/>Predicting and Managing Takeoff 122<br/><br/>Targeting Future Mass Markets 126<br/><br/>Predicting Technological Evolution 129<br/><br/>Analyzing Emergent Consumers 134<br/><br/>Conclusion 138<br/><br/>5 Incentives for Enterprise 141<br/><br/>Traditional Incentives: Winning Loyalty 142<br/><br/>Asymmetric Incentives: Turning Failure into Success 143<br/><br/>Making Incentives Work: Economics and Psychology of Incentives 148<br/><br/>Power of Incentives: IBM's Transformation 155<br/><br/>Incentives for Enterprise: Google 157<br/><br/>Incentives for Loyalty: General Motors 163<br/><br/>Incentives for Innovation: 3M 168<br/><br/>Structuring Team Incentives: IBM's Learning from Online Gamers 171<br/><br/>Conclusion 173<br/><br/>6 Fostering Internal Markets 177<br/><br/>Characteristics of Markets 181<br/><br/>Implementing Internal Markets 192<br/><br/>Managing Internal Markets 199<br/><br/>Conclusion 203<br/><br/>7 Empowering Innovation Champions 205<br/><br/>Luck Versus Innovation Champions 206<br/><br/>Characteristics of Champions 208<br/><br/>Testing Luck 210<br/><br/>Champions Versus Teams 212<br/><br/>Champions at the Top Versus the Bottom 214<br/><br/>Distributed Champions: Google’s "Young Turks" Program 216<br/><br/>Serial Champion: Roger Newton 218<br/><br/>Championing Mass Market of the Future: Tata Nano 222<br/><br/>Championing a Music Revolution: Apple iPod 227<br/><br/>Mobilizing an Organization for Innovation: Sony Walkman 231<br/><br/>Steps in Empowering Champions 235<br/><br/>Conclusion 236<br/><br/>8 Culture Versus Alternate Theories: Arguments and Evidence 237<br/><br/>Micro-Theories 238<br/><br/>Macro-Theories 250<br/><br/>Conclusion 260<br/><br/>Notes 263<br/><br/>Bibliography 289<br/><br/>Acknowledgments 307<br/><br/>The Author 309<br/><br/>Index 311<br/> |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc |
The hands-on guide for fostering relentless innovation within your company<br/><br/>Gerard Tellis, a noted expert on innovation, advertising, and global markets, makes the compelling case that the culture of a firm is the crucial driver of an organization's innovativeness. In this groundbreaking book he describes the three traits and three practices necessary to create a culture of relentless innovation. Organizations must be willing to cannibalize successful products, embrace risk, and focus on the future. Organizations build these traits by providing incentives for enterprise, empowering product champions, and encouraging internal markets.<br/><br/>Spelling out the critical role of culture, the author provides illustrative examples of organizations with winning cultures and explores the theory and evidence for each of the six components of culture. The book concludes with a discussion of why culture is superior to alternate theories for fostering innovation.<br/><br/> Offers a groundbreaking take on innovation that is driven by a company's culture<br/> Shows what it takes to create a culture of innovation within any organization<br/> Based on a study of 770 companies across 15 countries, the origin of 90 radical innovations spanning over 100 years, and the evolution of 66 markets spanning over a 100 years<br/> Provides numerous mini cases to illustrate the workings of culture<br/> Written by Gerard Tellis director of the Center for Global Innovation<br/><br/>This must-have resource clearly shows the role of culture in driving relentless innovation and how to foster it within any organization.<br/> |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
DIFFUSION INNOVATION |
| 9 (RLIN) |
11414 |
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| Topical term or geographic name as entry element |
NEW PRODUCT |
| 9 (RLIN) |
11784 |
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| Topical term or geographic name as entry element |
CREATIVE ABILITY IN BUSINESS |
| 9 (RLIN) |
11785 |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Item type |
Book |
