The hands-on guide for fostering relentless innovation within your company
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.
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.
* Offers a groundbreaking take on innovation that is driven by a company’s culture
* Shows what it takes to create a culture of innovation within any organization
* 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
* Provides numerous mini cases to illustrate the workings of culture
* Written by Gerard Tellis director of the Center for Global Innovation
This must-have resource clearly shows the role of culture in driving relentless innovation and how to foster it within any organization.
Tabla de materias
Figures and Tables xi
Foreword xiii
1 Why Incumbents Fail 1
Why Incumbents Fail to Innovate Unrelentingly 3
The Preeminence of Culture 7
Culture as a Primary Explanation 15
Basis for the Book 17
Conclusion 19
2 Willingness to Cannibalize Successful Products 23
Why Incumbents Are Reluctant to Cannibalize Products 24
Why Willingness to Cannibalize Is Important 28
Understanding Technological Evolution 33
Blinded to an Opportunity: Microsoft Keywords? 39
Crippled by Fear of Piracy: Sony MP3 Player 41
Decline of an Innovator: Eastman Kodak 45
A Cycle of Cannibalization: Gillette’s Innovations in Wet
Shaving 49
Late Move: HP Tablet 53
Conclusion 54
3 Embracing Risk 59
Sources of Risk: Innovation’s High Failure Rate 59
The Reflection Effect: Asymmetry in Perceived Risk 63
The Hot-Stove Effect: Learning from Failure 65
The Expectations Effect: Hope Versus Reality 68
Innovation’s Gain-Loss Function: Type 1 and 2 Errors
69
Case Histories 75
Gambling on an Embryonic Market: Toyota’s Prius 75
Gambling on Growth: Amazon.com 84
Gambling on Vision: Facebook 90
Gambling on Scale: Federal Express 103
Conclusion 106
4 Focusing on the Future 109
Why Future Focus Is Tough 111
Availability Bias 114
Paradigmatic Bias 116
Commitment Bias 119
Planning for the Future 121
Predicting and Managing Takeoff 122
Targeting Future Mass Markets 126
Predicting Technological Evolution 129
Analyzing Emergent Consumers 134
Conclusion 138
5 Incentives for Enterprise 141
Traditional Incentives: Winning Loyalty 142
Asymmetric Incentives: Turning Failure into Success 143
Making Incentives Work: Economics and Psychology of Incentives
148
Power of Incentives: IBM’s Transformation 155
Incentives for Enterprise: Google 157
Incentives for Loyalty: General Motors 163
Incentives for Innovation: 3M 168
Structuring Team Incentives: IBM’s Learning from Online Gamers
171
Conclusion 173
6 Fostering Internal Markets 177
Characteristics of Markets 181
Implementing Internal Markets 192
Managing Internal Markets 199
Conclusion 203
7 Empowering Innovation Champions 205
Luck Versus Innovation Champions 206
Characteristics of Champions 208
Testing Luck 210
Champions Versus Teams 212
Champions at the Top Versus the Bottom 214
Distributed Champions: Google’s ‘Young Turks’ Program
216
Serial Champion: Roger Newton 218
Championing Mass Market of the Future: Tata Nano 222
Championing a Music Revolution: Apple i Pod 227
Mobilizing an Organization for Innovation: Sony Walkman 231
Steps in Empowering Champions 235
Conclusion 236
8 Culture Versus Alternate Theories: Arguments and Evidence
237
Micro-Theories 238
Macro-Theories 250
Conclusion 260
Notes 263
Bibliography 289
Acknowledgments 307
The Author 309
Index 311
Sobre el autor
Gerard J. Tellis is a professor of marketing, management, and organization, Neely Chair of American Enterprise, and director of the Center for Global Innovation, at the University of Southern California Marshall School of Business. Dr. Tellis is an expert in innovation, advertising, global market entry, new product growth, quality, and pricing. His book, Will and Vision, was cited as one of the top 10 books in business by the Harvard Business Review and was the winner of the American Marketing Association Berry Award for the best book in marketing over the last three years.
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