| 000 | 04529cam a2200385 i 4500 | ||
|---|---|---|---|
| 999 |
_c3921 _d3921 |
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| 001 | 18817949 | ||
| 003 | OSt | ||
| 005 | 20230621113220.0 | ||
| 008 | 151015s2016 maua b 001 0 eng | ||
| 010 | _a 2015039506 | ||
| 020 | _a9781633690141 (hardback) | ||
| 040 |
_aDLC _beng _cDLC _erda _dDLC |
||
| 042 | _apcc | ||
| 050 | 0 | 0 |
_aHD57.7 _b.G68 2016 |
| 082 | 0 | 0 |
_a658.4/092 _223 |
| 084 |
_aBUS063000 _aBUS041000 _aBUS071000 _2bisacsh |
||
| 100 | 1 | _aGovindarajan, Vijay. | |
| 245 | 1 | 4 |
_aThe three box solution : _ba strategy for leading innovation / _cVijay Govindarajan. |
| 264 | 1 |
_aBoston : _bHarvard Business Review Press, _c2016. |
|
| 300 |
_a240 pages : _billustrations ; _c25 cm |
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| 336 |
_atext _2rdacontent |
||
| 337 |
_aunmediated _2rdamedia |
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| 338 |
_avolume _2rdacarrier |
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| 504 | _aIncludes bibliographical references and index. | ||
| 520 |
_a"Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches-it is well-understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the current business-one that is still thriving-while dramatically reinventing it? How do you foresee a change in your current model before a crisis forces you to abandon it? Vijay Govindarajan expands the leader's innovation toolkit with a simple and proven method for allocating the organization's energy, time, and resources-in balanced measure-across what he calls "the three boxes": • Box 1: The present-Keep the current business going • Box 2: The past-Forget what made the business successful in the past • Box 3: The future-Create the new model The "three box" framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring the different sets of behaviors and activities, across all levels of the organization. Supported with rich company examples-such as Mahindra & Mahindra, Hasbro, IBM, United Rentals, Dunnhumby, Nucor, and Tata-and testimonies of leaders who have successfully used this framework to lead innovation, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation. "-- _cProvided by publisher. |
||
| 520 |
_a"Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches--it is well-understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the current business--one that is still thriving--while dramatically reinventing it? How do you foresee a change in your current model before a crisis forces you to abandon it? Vijay Govindarajan expands the leader's innovation toolkit with a simple and proven method for allocating the organization's energy, time, and resources--in balanced measure--across what he calls "the three boxes": - Box 1: The present--Keep the current business going - Box 2: The past--Forget what made the business successful in the past - Box 3: The future--Create the new model The "three box" framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring the different sets of behaviors and activities, across all levels of the organization. Supported with rich company examples--such as Mahindra & Mahindra, Hasbro, IBM, United Rentals, Dunnhumby, Nucor, and Tata--and testimonies of leaders who have successfully used this framework to lead innovation, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation"-- _cProvided by publisher. |
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| 650 | 0 | _aLeadership. | |
| 650 | 0 | _aStrategic planning. | |
| 650 | 7 |
_aBUSINESS & ECONOMICS / Strategic Planning. _2bisacsh |
|
| 650 | 7 |
_aBUSINESS & ECONOMICS / Management. _2bisacsh |
|
| 650 | 7 |
_aBUSINESS & ECONOMICS / Leadership. _2bisacsh |
|
| 906 |
_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg |
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| 942 |
_2lcc _cBK |
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