Umfang:
1 Online-Ressource (381 Seiten)
Ausgabe:
1st ed
ISBN:
9781394159239
Anmerkung:
Description based on publisher supplied metadata and other sources
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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.
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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.
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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
Weitere Ausg.:
Erscheint auch als Druck-Ausgabe Binns, Andrew Corporate Explorer Fieldbook Newark : John Wiley & Sons, Incorporated,c2023 ISBN 9781394159222
Sprache:
Englisch
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