MARC details
| 000 -LEADER |
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| fixed length control field |
05313nam a22002177a 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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| control field |
20221130110536.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
221130b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781119838326 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
338.064 |
| Item number |
BIN |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Binns, Andrew |
| 245 ## - TITLE STATEMENT |
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| Title |
Corporate explorer: |
| Remainder of title |
how corporations can beat startups at the innovation game |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Name of publisher, distributor, etc. |
John Wiley & Sons, Inc. |
| Place of publication, distribution, etc. |
New Jersey |
| Date of publication, distribution, etc. |
2022 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
xiii, 242 p. |
| 365 ## - TRADE PRICE |
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| Price type code |
USD |
| Price amount |
27.95 |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
TABLE OF CONTENTS<br/>Preface and Acknowledgements<br/><br/>Section 1 – Strategic Ambition<br/><br/>Chapter 1: Innovation Advantage<br/><br/>Beating the Odds<br/><br/>Strategic Ambition<br/><br/>Innovation Disciplines<br/><br/>Ambidextrous Organization<br/><br/>Explore Leadership<br/><br/>Explorer not Entrepreneur<br/><br/>Chapter Summary<br/><br/>Chapter 2: Corporate Explorers in Action<br/><br/>Explorer’s insight<br/><br/>Purpose Driven<br/><br/>Investor Support<br/><br/>Manage Uncertainty<br/><br/>Chapter Summary<br/><br/>Chapter 3: Strategic Ambition<br/><br/>Emotion, Logic, Aspiration<br/><br/>License to Explore<br/><br/>Social Movement<br/><br/>Hunting Zones<br/><br/>Manifesto<br/><br/>Chapter Summary<br/><br/>Section 2 – Innovation Disciplines<br/><br/>Chapter 4: Ideation: generating ideas for new ventures<br/><br/>Idea Addiction<br/><br/>Solution Trap<br/><br/>Customer Discovery<br/><br/>High-value Customer Problems<br/><br/>Idea Generation<br/><br/>Chapter Summary<br/><br/>Chapter 5: Incubate – how Corporate Explorers learn through experimentation<br/><br/>Business Experiments<br/><br/>What needs to be true? (Hypothesis)<br/><br/>Run Experiments (Test)<br/><br/>Make sense of your results (Learn)<br/><br/>Run a new experiment (Iterate)<br/><br/>Follow the evidence (Decide)<br/><br/>Chapter Summary<br/><br/>Chapter 6: Scale – assembling the assets to build a new venture<br/><br/>Combining Assets<br/><br/>Customers, Capabilities, Capacity<br/><br/>Scaling Paths<br/><br/>Trigger Points<br/><br/>Chapter Summary<br/><br/>Section 3 – Ambidextrous Organization<br/><br/>Chapter 7: Explore Organization<br/><br/>Structure Options<br/><br/>Focused <br/><br/>Bottom Up<br/><br/>Top Down<br/><br/>Structure Decision<br/><br/>Chapter Summary<br/><br/>Chapter 8: Explore Business System<br/><br/>Integration Teams<br/><br/>Sales Team Integration<br/><br/>Corporate Functions<br/><br/>Resource Allocation<br/><br/>Feedforward Management System<br/><br/>Executive Attention<br/><br/>Chapter Summary<br/><br/>Chapter 9: Risk and Reward for the Corporate Explorer<br/><br/>Motivation puzzle<br/><br/>Venture Model<br/><br/>Shadow Stock<br/><br/>Long Term Incentives<br/><br/>Personal Risk<br/><br/>Corporate Explorers motivation<br/><br/>Chapter Summary<br/><br/>Section 4 – Explore Leadership<br/><br/>Chapter 10: Silent Killers of Exploration<br/><br/>Core Business System<br/><br/>Preserve Professional Identity<br/><br/>Avoid Risk<br/><br/>Optimize for short-term<br/><br/>Maximize Comfort<br/><br/>Hope?<br/><br/>Chapter Summary<br/><br/>Chapter 11: The Double Helix: How Corporate Explorers lead Innovation and Change<br/><br/>Future Organization<br/><br/>Storytellers<br/><br/>Social Network Leader<br/><br/>Insider or Outsider<br/><br/>Reputation manager<br/><br/>Chapter Summary<br/><br/>Chapter 12: Readiness to Act: leadership and scaling a new venture<br/><br/>Competing Commitments<br/><br/>Both/And Leadership<br/><br/>Productive tension<br/><br/>The Mirror<br/><br/>Courage<br/><br/>Passion<br/><br/>Chapter Summary<br/><br/>Appendix: Corporate Explorer Framework<br/><br/>Figures and Tables<br/><br/>Notes<br/><br/>About the Authors<br/><br/>Index |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
DESCRIPTION<br/>Corporate Explorers Transform Disruption Into Opportunity With This Proven Framework<br/><br/>Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from inside even the largest organizations.<br/><br/>Corporate Explorers are part entrepreneurs, using innovation disciplines to jump start cutting-edge ideas, and part change leaders, capable of creating support for investment. They see that corporations already own the ideas, resources, and—critically—the talent to build new ventures. Companies like Amazon, Microsoft, Bosch, LexisNexis, and Analog Devices enable managers to put these assets to use and gain an upper hand over startups that threaten to disrupt them.<br/><br/>Corporate Explorer is a guidebook to the practices that enable these managers to go from idea into action. It demonstrates how success is not only possible but may offer entrenched companies better odds than venture-capital backed startups.<br/><br/>This actionable and proven framework explains how managers can become successful corporate innovators; it includes tools to:<br/><br/>Learn how to apply innovation practices with greater discipline<br/>Turn great ideas into a full-time job as an innovation leader<br/>Experiment with and scale original business models<br/>Transform innovation programs into a thriving source of new business<br/>Attract, retain, and motivate entrepreneurial talent<br/>Energize employees by creating a realistic way to innovate<br/>These lessons come from the trailblazers of corporate innovation—Andrew Binns (Change Logic), Charles O'Reilly (Stanford Graduate School of Business), and Michael Tushman (Harvard Business School)—who have decades of experience helping entrepreneurial-minded executives activate employees to become Corporate Explorers.<br/><br/>Entrepreneurs take notice—it's time for Corporate Explorers to set the pace and chart the course for disruption. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
New business enterprises |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Technological innovations |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Corporations |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Book |