Corporate Explorer Fieldbook: How to Build New Ventures in Established Companies
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2023
|
| Ausgabe: | 1st ed |
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (381 Seiten) |
| ISBN: | 9781394159239 |
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| 505 | 8 | |a 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. | |
| 505 | 8 | |a 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. | |
| 505 | 8 | |a 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 | |
| 650 | 4 | |a Technological innovations | |
| 650 | 4 | |a Creative ability in business | |
| 650 | 4 | |a Corporations | |
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| 700 | 1 | |a Tushman, Michael |e Sonstige |4 oth | |
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Datensatz im Suchindex
| _version_ | 1804186135246667776 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Binns, Andrew |
| author_facet | Binns, Andrew |
| author_role | aut |
| author_sort | Binns, Andrew |
| author_variant | a b ab |
| building | Verbundindex |
| bvnumber | BV049409491 |
| collection | ZDB-30-PQE |
| contents | 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 |
| ctrlnum | (ZDB-30-PQE)EBC30722753 (ZDB-30-PAD)EBC30722753 (ZDB-89-EBL)EBL30722753 (OCoLC)1396064912 (DE-599)BVBBV049409491 |
| dewey-full | 658.11 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.11 |
| dewey-search | 658.11 |
| dewey-sort | 3658.11 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049409491 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T23:05:38Z |
| indexdate | 2024-07-10T10:06:19Z |
| institution | BVB |
| isbn | 9781394159239 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034736575 |
| oclc_num | 1396064912 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (381 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| spelling | Binns, Andrew Verfasser aut Corporate Explorer Fieldbook How to Build New Ventures in Established Companies 1st ed Newark John Wiley & Sons, Incorporated 2023 ©2023 1 Online-Ressource (381 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources 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 Technological innovations Creative ability in business Corporations Ivanov, Eugene Sonstige oth Tushman, Michael Sonstige oth Erscheint auch als Druck-Ausgabe Binns, Andrew Corporate Explorer Fieldbook Newark : John Wiley & Sons, Incorporated,c2023 9781394159222 |
| spellingShingle | Binns, Andrew Corporate Explorer Fieldbook How to Build New Ventures in Established Companies 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 Technological innovations Creative ability in business Corporations |
| title | Corporate Explorer Fieldbook How to Build New Ventures in Established Companies |
| title_auth | Corporate Explorer Fieldbook How to Build New Ventures in Established Companies |
| title_exact_search | Corporate Explorer Fieldbook How to Build New Ventures in Established Companies |
| title_exact_search_txtP | Corporate Explorer Fieldbook How to Build New Ventures in Established Companies |
| title_full | Corporate Explorer Fieldbook How to Build New Ventures in Established Companies |
| title_fullStr | Corporate Explorer Fieldbook How to Build New Ventures in Established Companies |
| title_full_unstemmed | Corporate Explorer Fieldbook How to Build New Ventures in Established Companies |
| title_short | Corporate Explorer Fieldbook |
| title_sort | corporate explorer fieldbook how to build new ventures in established companies |
| title_sub | How to Build New Ventures in Established Companies |
| topic | Technological innovations Creative ability in business Corporations |
| topic_facet | Technological innovations Creative ability in business Corporations |
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