000			03125cam a22003138i 4500
001			19412833
003			FBU
005			20200727103110.0
008			161202s2017 mau b 001 0 eng c
010			_a 2016049137
020			_a9781633691681 (hardcover : alk. paper)
040			_aMH/DLC _beng _cMH _erda _dDLC
042			_apcc
050	0	0	_aHD45 _b.R595 2017
082	0	0	_a658.4/063 D-V, K-L 2017 _223
100	1		_aRobertson, David C. (David Chandler), _eauthor.
245	1	4	_aThe power of little ideas : _ba third way to innovate for market success / _cDavid Robertson with Kent Lineback.
300			_axiii, 236 pages ; _c25 cm
504			_aIncludes bibliographical references (pages 211-222) and index.
505	0		_aDisruption is not the only option -- Apple revisited: a third way to view Steve Jobs' approach to innovation -- The four decisions required in the third way -- Decision 1: What is the key product? -- Decision 2: What is your business promise? -- Decision 3: How will you innovate? -- Decision 4: How will you bring it all to market? -- Lessons from an American icon.
520			_aConventional wisdom today says that to survive, companies must move beyond incremental, sustaining innovation and invest in some form of radical innovation. "Disrupt yourself or be disrupted!" is the relentless message company leaders hear. The Power of Little Ideas argues there's a "third way" that is neither sustaining nor disruptive. This low-risk, high-reward strategy is an approach to innovation that all company leaders should understand so that they recognize it when their competitors practice it, and apply it when it will give them a competitive advantage. This distinctive approach has three key elements: It consists of creating a family of complementary innovations around a product or service, all of which work together to make that product more appealing and competitive. The complementary innovations work together as a system to carry out a single strategy or purpose. Crucially, unlike disruptive or radical innovation, innovating around a key product does not change the central product in any fundamental way. In this powerful, practical book, Wharton professor David Robertson illustrates how many well-known companies, including CarMax, GoPro, LEGO, Gatorade, Disney, USAA, Novo Nordisk, and many others, used this approach to stave off competitive threats and achieve great success. He outlines the organizational practices that unintentionally torpedo this approach to innovation in many companies and shows how organizations can overcome those challenges. Aimed at leaders seeking strategies for sustained innovation, and at the quickly growing numbers of managers involved with creating new products, The Power of Little Ideas provides a logical, organic, and enduring third way to innovate.--
650		0	_aTechnological innovations.
650		0	_aNew products.
650		0	_aManagement.
700	1		_aLineback, Kent, _d1943- _eauthor.
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cQ CH A
999			_c4908 _d4908