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Blockbusters
What Makes a BLOCKBUSTER? More than half of all new products fail in the marketplace. But companies can dramatically improve their odds of success by implementing five key practices -- all within their control. Drs.Gary Lynn and Richard Reilly share the results of a ten-year research study illustrated by the inside stories of nearly fifty of the most successful products ever created. Lynn and Reilly explain the five keys for companies wishing to develop the next blockbuster. Without these crucial elements a blockbuster new product is virtually impossible: Compelling Product Vision • Product Improvisation • Information Exchange • Senior Management Commitment • Teamwork
The Myths of Innovation
In this new paperback edition of the classic bestseller, you'll be taken on a hilarious, fast-paced ride through the history of ideas. Author Scott Berkun will show you how to transcend the false stories that many business experts, scientists, and much of pop culture foolishly use to guide their thinking about how ideas change the world. With four new chapters on putting the ideas in the book to work, updated references and over 50 corrections and improvements, now is the time to get past the myths, and change the world. You'll have fun while you learn: Where ideas come from The true history of history Why most people don't like ideas How great managers make ideas thrive The importance of pr...
Exploratory Product Development: Executive Version
This executive version of Exploratory PD® (ExPD) examines the organizational constraints imposed by a standard phased-and-gated product development process. ExPD differs from the traditional phased-and-gated process in its fundamental redesign of the development process to reduce uncertainties and risks. It is an adaptive approach that responds quickly to changes in uncertain, fast-changing and increasingly complex environments. When companies try to maintain a traditional phased-and-gated process in a changing environment, the product development team is unable to manage the scope, timeline, and budget approved at the outset. The result usually includes changing product requirements, unexp...
Learning in Action
Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory—the learning organization as an ideal—into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process—acquiring, interpreting, and applying knowl...
eBook: New Products Management 11e
eBook: New Products Management 11e
Handbook of Technology Management
Gives you an enterprise-wide view of technology to help you manage your business as a system: optimize investments in technology; achieve efficient business integration; and monitor and measure TM effectiveness. Detailed case studies illustrate the TM efforts of such organizations as Motorola and Digital Equipment.
Harvard Business School Core Collection, 1998
This guide lists approximately 3,500 books -- recent titles of general interest to the business reader that Harvard Business School faculty, researchers, and students consider central to their work. Revised and updated annually, it includes the full bibliographic record for each book and features an appendix of publishers' addresses as well as indexes by title, author, core classics, and notable books.
