Corporate explorer fieldbook how to build new ventures in established companies
| Otros Autores: | , , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc
[2023]
|
| Edición: | 1st ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009769037006719 |
Tabla de Contenidos:
- Intro
- Title Page
- Copyright
- Dedication
- Preface and Acknowledgments
- NOTE
- CORPORATE EXPLORATION: INSIGHTS FROM THE FIELDnoteSet
- NOTES
- SECTION I: STRATEGIC AMBITION
- CHAPTER 1: Strategy Manifesto: Answering the Big "Why"
- A PROBLEM WITH STRATEGY PLANS
- COMPONENTS OF A STRATEGY MANIFESTO
- CREATING A STRATEGY MANIFESTO
- INFLUENCER APPROACH
- CHAPTER 2: Hunting Zones: Selecting Where to Explore
- HUNTING ZONE
- BOUNDED DIVERSITY
- DEFINING HUNTING ZONES
- NOTES
- CHAPTER 3: Outside‐In: Overcoming Toxic Assumptions with Market Insight
- WE HAVE MET THE ENEMY, AND HE IS US.
- CHALLENGING TOXIC ASSUMPTIONS
- GOING BEYOND CUSTOMER‐LED
- LEARN FASTER
- NOTES
- CHAPTER 4: Jobs‐to‐be‐Done: Defining a Market by Customer Outcome
- MARKET DEFINITION
- HOW SHOULD A MARKET BE DEFINED?
- JOBS‐TO‐BE‐DONE MARKET DEFINITION CANVAS
- CHAPTER 5: From Explorer's Insight to Opportunity Story
- STARTING POINT
- EXPLORER'S INSIGHT
- OPPORTUNITY SCREENER
- OPPORTUNITY STORY
- NOTES
- SECTION II: INNOVATION DISCIPLINES
- CHAPTER 6: Ideation from Within: How to Generate Breakthrough Ideas from Within Large Corporations
- IDEATION
- IDEAS
- IMAGINE
- DISSECT
- EXPAND
- ANALYZE
- OVERCOMING BARRIERS
- NOTES
- CHAPTER 7: Ideation from Outside: A Step‐by‐Step Guide to Challenge‐Driven Innovation
- OPPORTUNITY FOR EXPLORERS
- NETWORKED PROBLEM SOLVING
- OPEN IDEATION'S UNIQUE POTENTIAL
- CHALLENGE‐DRIVEN INNOVATION
- FIVE TRAITS OF A "GOOD" CHALLENGE
- BASICS OF THE CDI PROCESS
- IDEAS MATTER
- NOTES
- CHAPTER 8: Business Model Maturity: Using Customer Evidence to Validate New Ventures
- CUSTOMER FIRST
- MATURITY GAP
- CLOSING THE MATURITY GAP WITH EVIDENCE
- INDICATORS OF BUSINESS MODEL MATURITY
- ASSESSING THE MATURITY GAP.
- CHAPTER 9: Get Out of the Building: How to Gather Customer Discovery Data with Interviews
- OUTSIDE‐IN LOGIC
- TALKING TO CUSTOMERS
- CUSTOMER INTERVIEWS FOR IDEATING, INCUBATING, AND SCALING
- DOS AND DON'TS OF CUSTOMER INTERVIEWS
- NOTES
- CHAPTER 10: Value Propositions: Using Value Flows and Design Criteria Maps to Create Customer Delight
- INSIGHT TO DELIGHT
- CREATING VALUE FLOW AND DESIGN CRITERIA MAP
- NOTE
- CHAPTER 11: Business Experiments: De‐risking Execution Spend Through Experiments
- INSTINCT OR DATA
- DE‐RISKING INNOVATION
- STRUCTURED LEARNING CYCLES
- NOTES
- CHAPTER 12: Ecosystems: Building an Ecosystem Playbook for Scaling a New Venture
- CO‐INNOVATION
- BUILDING THE ECOSYSTEM PLAYBOOK
- KEY SUCCESS FACTORS
- NOTES
- CHAPTER 13: Validation: Managing the Journey from Concept to Scale
- HUNTER STRATEGY
- VENTURE MATURITY
- GROWTH VALIDATION PROCESS FOR CORPORATE VENTURES
- NOTES
- SECTION III: EXPLORE ORGANIZATION AND LEADERSHIP
- CHAPTER 14: Ambidextrous Organization: What It Is, When to Use It
- SEPARATING EXPLORE FROM CORE
- AMBIDEXTROUS ORGANIZATION DECISION
- FOUR SUCCESS FACTORS
- NOTES
- CHAPTER 15: Explore Unit: How to Build a Team for Exploration
- RHYTHM OF EXPLORE
- PURPOSE
- RESOURCE ALLOCATION
- DECISION MAKING
- TEAM
- OPERATING MODEL
- NOTES
- CHAPTER 16: Strategic Diversity: Selecting and Developing Corporate Exploration Teams
- EXPLORE TEAMS
- STRATEGIC DIVERSITY
- GROWTH CURVES
- HUMAN BEHAVIOR
- IMPLICATIONS FOR CORPORATE EXPLORERS
- NOTE
- CHAPTER 17: Leading High‐Stakes Conversations: Getting the Senior Team Onboard
- SENIOR TEAM COMMITMENT
- VALUE OF TENSION
- CREATE: GETTING THE CONVERSATION INTO THE ZONE OF PRODUCTIVE TENSION
- CONTROL: KEEPING THE CONVERSATION IN THE ZONE OF PRODUCTIVE TENSION
- CLOSING TENSION
- PRODUCTIVE TENSION TECHNIQUES
- NOTES.
- CHAPTER 18: Leadership Movement: Enrolling Others in the Work of Transformation
- EXPLORER AS CHANGE AGENT
- BUILD A MOVEMENT
- ENROLL MEMBERSHIP
- ENGAGE COMMUNITY
- EMBRACE RESISTANCE
- TRIGGER A HERD INSTINCT
- NOTES
- CHAPTER 19: Organizational Culture: The Silent Killer of Exploration
- CORE AND EXPLORE
- CULTURE AND CULTURE CHANGE
- CREATING AND CHANGING CULTURE
- USING THE LEASH MODEL: CULTURE CHANGE AT MICROSOFT
- CONCLUSION
- IMPLICATIONS
- NOTES
- APPENDIX FRAMEWORKS
- APPENDIX 1
- APPENDIX 2
- APPENDIX 3
- APPENDIX 4
- APPENDIX 5
- APPENDIX 6
- APPENDIX 7
- APPENDIX 8
- APPENDIX 9
- LIST OF FIGURES AND TABLES
- ABOUT THE AUTHORS
- ELLIE AMIRNASR
- ANDREW BINNS
- ANDREAS BRANDSTETTER
- SARA CARVALHO
- VANESSA CEIA
- VINCENT DUCRET
- YANIV GARTY
- GEORGE GLACKIN
- JOHN GRECO
- CHRISTINE GRIFFIN
- SIMON HILL
- EUGENE IVANOV
- UWE KIRSCHNER
- KAIHAN KRIPPENDORFF
- ERICH KRUSCHITZ
- NARENDRA LALJANI
- MICHAEL NICHOLS
- PROFESSOR CHARLES A. O'REILLY, III
- ALEXANDER PETT
- RICHARD ROBERTSON
- BEA SCHOFIELD
- SARAH SPOTO
- PROFESSOR MICHAEL L. TUSHMAN
- TONY ULWICK
- KRISTIN VON DONOP
- CHARLES VAILLANT
- INDEX
- End User License Agreement.
