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(from James Andrew, author of Payback)
Speaking of top-level leadership responsibilities – companies that succeed at innovation are the ones that choose the right innovation business model. They can decide to be integrators, managing the entire process under their own roofs; orchestrators, working with partners to create innovations, or licensors, generating cash payback from great ideas without having to invest in the commercialization or realization parts of the process. There’s no right answer about what model to choose – even within an industry.
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(from James Andrew, author of Payback)
Each earnings season reminds us that analysts often ask the wrong questions about innovation. They, like all of us, need to do a better job of focusing on the innovation issues that really matter.
Analysts, like too many business leaders, get caught up in the romance of ideas.
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(from James Andrew, author of Payback)
Leaders who are pro-innovation like to point out that it can produce benefits other than cash payback. And they’re right. Innovation can create new knowledge, enhance the brand, strengthen the company’s ecosystem of partners and suppliers, and make for a stronger organization by energizing and motivating employees.
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links for 2007-06-08 by 800-CEO-READ
A Culture of Improvement>>The Wall Street Journal | The March of the Machines
Key inventions were often "preceded by similar machines that incorporated most if not all of the principles of the famous devices," he writes. "Too often the existence of a key patent or the success of a manufacturing enterprise has diverted attention fro
(tags: businessbooks technology)
Crazy Bosses >> Fortune | Employees Are Crazy Too
Bosses aren't the only looneys in the workplace. Fortune's Stanley Bing outlines six things employees do that drive their employers nuts.
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What Publishers Are Saying Readers Want by Todd S.
It is always interesting to hear what publishers think readers are looking for. Publishers Weekly runs a feature each year on the trends in business books.
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