Book Description
Praise for Fourth Generation R&D "A sweeping and insightful analysis of an architecture for innovation in the knowledge economy. Technologists, strategists, and organizational architects will all find this book worth reading, as will students of the modern organization." —John Seely Brown Chief Scientist, Xerox Corporation "The new realities of competition beg a new approach to innovation and R&D; Fourth Generation R&D answers that challenge. With lucid arguments and detailed case studies, Fourth Generation R&D sketches a powerful new paradigm for planning and managing innovation. Every manager concerned with innovation and its role as a strategic resource—that's to say, every manager—will profit from this new understanding." Lawrence Wilkinson President, Global Business Network "Fourth Generation R&D is a tour de force. Its sweep, depth, and use of graphics are all truly remarkable (not to mention its command of the literature on innovation). The distinctions it draws between continuous and discontinuous innovation—and between tacit and explicit knowledge—are fundamental." —John Yochelson President, The Council on Competitiveness
Customer Reviews:
Strategic management of innovation.......2002-09-27
You might be curious about what the title of this book refers to. It¡¯s rather simpler than you might guess. In a common vocabulary in business, it refers to the ¡®radical innovation¡¯. Then, you might infer that the 3rd generation R&D should be the incremental innovation. Yep. You¡¯re right. But those conventional terms don¡¯t fit completely into what authors argues. There is sufficient reason to coin such neologisms. The argument of this book goes like this. Traditional market research tends to deal with explicit knowledge. Focus group, survey, structured interview, all tackle what is pre-definable or expressible in word. But could such approaches spot the next generation product? authors question. No. customers can¡¯t put into words their gut feeling needs. They could spot it only when it appears on the market. The real breakthrough in product development, more often than not, comes in unexpected way. Thus, authors pose the question, ¡®How we should manage the uncertainty?¡¯ Put in other way, ¡®how we should manage the innovation?¡¯ R&D or product development must include incremental innovation. But in this turbulent environment, it¡¯s not enough. To be the leader in the market, not follower, one should ride ahead the tide. Then the question of R&D should be the radical innovation. Break with the identifiable trend. Then what product should be devised? All R&D begins with the product concept. But now the concept should be based on what customer¡¯s gut feeling or their tacit needs. Don¡¯t make what customer wants today. Make what they want tomorrow. At this point, you might retort: ¡®Yep. You¡¯re right. But it¡¯s easier to be told than to be done. How I could do so?¡¯ Here comes the knowledge management. Customers¡¯ tacit needs tend to be buried in noise of day-to-day information flow. There are numerous reasons for such filtering out. But all in all, to be sensitive to that kind of info, the authors maintain, is to manage the organization innovative. Knowing is not doing. Doing needs the capability to do. Then innovation requires the capability building. But it¡¯s not that simple to build up. It must face resistance inside the firm itself. Radical innovation tends to be the capability-destroying one. so developing innovative product usually comes with organizational innovation.
Above is the problem authors pose to us. I think the better title of the book is ¡®Strategic management of innovation¡¯. This book is not about the specificity of R&D, but about how to manage the firm innovative. Overall tenet of the book is so close to Nonaka & Takeuchi¡¯s ¡®The Knowledge-Creating Company¡¯. But this book is written not for academic researcher but for managers in the field. Points are made in graphic way with various case studies by authors. Nonetheless, it lacks the depth of Nonaka & Takeuchi¡¯s book. I recommend to read this book with Nonaka & Takeuchi¡¯s.
great content, not so great style.......2002-01-04
The book starts out with theoretical constucts and eventually uses examples to show their relevance. I found the authors' style of writing rather awkward. The organization of the material also makes the book somewhat difficult to follow. However, the well researched material presented is worth buying the book.
Sustainable Innovation!.......2000-12-06
Authors Miller and Morris have nailed the impending transformation of R&D from its historical, product-centric past to its emerging knowledge-centric future. In addition, their focus on 'discontinuous' and 'fusion' innovation promises to lead the way for industry, in general, whose R&D functions typically produce less than one new product innovation per decade and whose new products, when they are produced, tend to fail in under four years. The authors' explicit embrace of knowledge management is also welcome, as the value of most companies now tends to rest more on the weight of their intellectual assets than on so-called 'hard' assets. Finally, this book's focus on distributed, enterprise-wide innovation signals the tearing down of R&D's overly centralized and compartmentalized profile in most firms, and offers strong support for the view that innovation should be structured as a distributed, whole-firm social process, not an administrative one. I highly recommend this book to readers interested in R&D, innovation, knowledge management, intellectual capital, organizational learning, and sustainable innovation.
Provocative Analysis of Innovation.......2000-04-05
Fourth Generation R&D makes explicit many of the concepts and processes of innovation that often seem mysterious and complex. The author's framework for innovation applies to organizations competing in accelerated and dynamic markets.
Innovation algorithm.......1999-12-25
Most business leaders today understand that innovation is survival. This book gets beyond the usual trivial pablum about *being more creative* to show the kinds of mechanisms and methods that give R&D traction. If you want to stop wasting your R&D dollars and get better ROI, this book offers clear, actionable, and reliable insights.
Book Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative.
Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity.
Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products. More than just a set of bizarre suggestions, it represents a breakthrough in management thinking: Sutton shows that the practices we need to sustain performance are in constant tension with those that foster new ideas. The trick is to choose the right balance between conventional and "weird" -- and now, thanks to Robert Sutton's work, we have the tools we need to do so.
Download Description
Creativity, new ideas, innovation -- in any age they are keys to success, but in today's whirlwind economy they are essential for survival itself. Yet, as Robert Sutton explains, the standard rules of business behavior and management are precisely the opposite of what it takes to build an innovative company. We are told to hire people who will fit in; to train them extensively; and to work to instill a corporate culture in every employee. In fact, in order to foster creativity, we should hire misfits, goad them to fight, and pay them to defy convention and undermine the prevailing culture. Weird Ideas That Work codifies these and other proven counterintuitive ideas to help you turn your workplace from staid and safe to wild and woolly -- and creative. Stanford professor Robert Sutton is an authority on innovation and a popular speaker. In Weird Ideas That Work he draws on extensive research in behavioral psychology to explain how innovation can be fostered in hiring, managing, and motivating people; building teams; making decisions; and interacting with outsiders. Business practices like "hire people who make you uncomfortable," "reward success and failure, but punish inaction," and "decide to do something that will probably fail, and then convince yourself and everyone else that success is certain" strike many managers as strange or even downright wrong. Yet Weird Ideas That Work shows how some of the best teams and companies use these and other counterintuitive practices to crank out new ideas, and it demonstrates that every company can reap sales and profits from such creativity. Weird Ideas That Work is filled with examples of each of Sutton's 11 1/2 practices, drawn from hi- and low-tech industries, manufacturing and services, information and products.
Customer Reviews:
Weird and Wonderful.......2007-07-20
"Weird Ideas That Work" works! This is one of the most compelling books I've read in a long time. Sutton manages not only to come up with ideas that seem weird at first glance, but to actually prove them useful and logical at the same time.
The author instructs readers on how to build a creative company by using his 11½ weird ideas, which range from hiring people who make you uncomfortable to deciding to do something that will probably fail. The list looks hilarious until you read the sense that he makes. Of course, Sutton points out that there are different kinds of companies - some aim for innovation and some for efficiency. (He makes it clear that the weird ideas are not for those who require precision -- like airline pilots, for example!)
This book explains how to shatter old habits by giving advice on enhancing variation, seeing old things in new ways ("vu-ja-de"), and breaking away from stifling routines. Sutton also points out that one should not go hog wild - there is a balance between productivity and creativity which everyone must find for themselves.
"Weird Ideas" offers great wisdom mixed with humor and pure entertainment. If you're a rebel, a brat, or just plain anyone who wants to try completely new management techniques, then you'll love this book. So whip the tablecloth right out from under that crippled, jaded system you've got going and try at least a few of these wild weird ideas.
Agitate, Isolate & Be Ridiculous... Oh, and AGITATE.......2006-12-01
I was a big fan of Sutton's Knowing-Doing gap that offered a real solution to a real problem. This book had an unreal feel to it for me though.
He offers 12 practices for fostering innovation. The first four of these have to do with Human Resources. Hire slow learners. Hire people that make you feel uncomfortable. Hire people you probably don't need. Now forgive me if I am wrong, but as imperfect as Human Resources is anyway, don't we already do some of that? Also recommended is to interview job applicants to get new ideas. What about the people?
The next two have to do with office manners. Encourage people to ignore and defy superiors. Isn't ignore a little strong? Find some happy people and get them to fight. No comment.
The next is to reward success and failure, but punish inaction. OK, we already fire non-producers, but is it really so that success and failure deserve the same billing?
The next two are on the edge of silliness. Decide to do something that will probably fail and be 100% certain of its success. Think of some ridiculous or impractical things to do.
The next is avoid, distract and bore customers and critics.
Then, don't try to learn anything from people who say they have solved the problems you face.
Finally, forget the past success of the company.
This book says some pretty wild things that will get you thinking. Although these counterintuitive ideas are offered as 'proven', you won't find the proof in this book. By the normal lottery of hiring, you will certainly get a mix of the above. There are many better books on the philosophy and practical application of innovation available.
Sorry to disappoint some with this review, but don't let this stop you from reading Sutton's Knowing-Doing Gap which I found excellent and have also reviewed it here on Amazon.
3 Stars
Routine right and wrong.......2006-10-24
All activities need both effective routine and regular innovation. Consider the difference. There are times when it makes sense to do the same thing right, over and over again, without slipping. But there are also times, and types of activities, where doing something in a very new and different way is essential. The real-life examples in this book support these 11½ methods for finding new ways of doing things, and producing new kinds of products and services. Worthwhile reading for anyone who wants to inject a little spice into the routine of software development and delivery.
Productive New Concepts.......2005-11-23
This is a wonderful but dangerous book. The 11 and 1/2 weird ideas it contains are terrific, exciting and slippery. Use them right and you could transform your company into a hotbed of innovation. Use them wrong and you could also transform your company into a disorganized mess. Author Robert I. Sutton clearly explains that some situations do not require innovation - that they are, in fact, terrible settings for new things. Companies focus on the routine for an extremely logical reason: it makes money now. Identifying situations that can make money with routine work versus circumstances that require change is a tough distinction, particularly since innovation requires many failures, disrupts your culture and forces you to take a rough look into the future. We thus recommend this book to a select group: those who know their fields and organizations extremely well. If you can see clearly through both the current jargon that promotes innovation and your organization's often unspoken prejudices, you will find this book exciting and extremely productive.
Not so weird ideas for innovation labeled weirdly.......2005-11-16
This book is a useful and fun read. It offers some solid ideas for innovation but the ideas are labeled in order to draw attention. For instance, the first idea is, "Hire "slow learners"", however the intention behind this is just hire stubborn people who are unaffected by others opinions and norms. These people will go against the standards and breed creativity. Another idea is "Find some happy people and make them fight" with the basic idea behind this technique being get optimistic people, who are naturally more creative. Put them in a room together and let them bounce ideas together until a new and improved idea is created.
Another thing to be prepared for with this book is that the ideas all go against commonly accepted business practices. That is because the ideas are admittedly not for present success but calculated and proven risks for future innovation. So anyone interested in changing their business and preparing to get an edge on competitors in the future will benefit from this book.
Book Description
The successful implementation of health information systems in complex health care organizations ultimately hinges upon the receptivity and preparedness of the user. Although the Information Age is well underway, user resistance to information systems is still a valid concern facing the informatics community. This book provides effective management strategies to health care administrators, for the productive integration and maintainance of such information systems. The Second Edition covers three main areas: technical skills, project management skills, and organizational and people skills, including the practical implementation strategies necessary to make the system an operational success. The text will be complemented by 40 illustrations and 20 tables, as well as providing more guides and "how to" information, which are of great use to the reader. Key topics include: setting the stage; strategic vision, direction, and project planning; critical issues in project planning and management; critical design issues; the implementation process; negotiating political minefields; the critical role of leaders and leadership; dealing with end stage people issues; evaluating project success; managing the altered organization; and organizational and personal preparation for the future. The audience for this book consists of those who require sophisticated health information systems, namely health care administrators, CEOs, clinicians, IT developers, librarians, and professors.
Book Description
Managing Innovation, Design and Creativity is an exciting new book published in collaboration with the London-based Design Council. The Design Council has commissioned Bettina von Stamm of London Business School to write a collection of case studies that develop the themes of innovation, design and creativity. The book is built around a collection of 10 case studies, drawn from both manufacturing and service sectors, and includes additional chapters discussing key themes and concepts developed in the cases. The findings are invaluable reading for students and practitioners.
- Develops an integrative approach to innovation, creativity and design, and shows how these topics fit together - identifies tools and techniques that will help improve an organization's effectiveness
- Provides a collection of substantive case studies drawn from both service (e.g. BBC and Bank of Scotland) and manufacturing (e.g. Black & Decker and GKN) sectors, that are supported by expert commentaries
- Case teaching notes and other resources are provided on a supporting web site:
www.wiley.co.uk/vonstamm
Download Description
Managing Innovation, Design and Creativity is an exciting new book published in collaboration with the London-based Design Council. The Design Council has commissioned Bettina von Stamm of London Business School to write a collection of case studies that develop the themes of innovation, design and creativity. The book is built around a collection of 10 case studies, drawn from both manufacturing and service sectors, and includes additional chapters discussing key themes and concepts developed in the cases. The findings are invaluable reading for students and practitioners. Develops an integrative approach to innovation, creativity and design, and shows how these topics fit together - identifies tools and techniques that will help improve an organization's effectiveness Provides a collection of substantive case studies drawn from both service (e.g. BBC and Bank of Scotland) and manufacturing (e.g. Black & Decker and GKN) sectors, that are supported by expert commentaries Case teaching notes and other resources are provided on a supporting web site: www.wiley.co.uk/vonstamm
Book Description
Managing Innovation provides readers with the knowledge to understand, and the skills to manage, innovation at the operational and strategic levels. Specifically, it integrates the management of market, organizational and technological change to improve the competitiveness of firms and effectiveness of other organizations. The management of innovation is inherently interdisciplinary and multifunctional and
Tidd, Bessant & Pavitt provide an integrative approach to the subject.
- Two new perspectives are introduced through which to re-examine material presented in each chapter: sustaining versus disruptive innovation (a greater emphasis will be placed on disruptive innovation) and organizations versus networks (greater discussion of the network issues raised in each chapter).
- Provides more treatment of innovation in services.
- Greater internationalization of case examples will be provided e.g. more examples will be included from Asia and Latin America.
- Introduces discussion of the relationship between innovation and the environment.
Download Description
Managing Innovation provides readers with the knowledge to understand, and the skills to manage, innovation at the operational and strategic levels. Specifically, it integrates the management of market, organizational and technological change to improve the competitiveness of firms and effectiveness of other organizations. The management of innovation is inherently interdisciplinary and multifunctional and Tidd, Bessant & Pavitt provide an integrative approach to the subject. Two new perspectives are introduced through which to re-examine material presented in each chapter: sustaining versus disruptive innovation (a greater emphasis will be placed on disruptive innovation) and organizations versus networks (greater discussion of the network issues raised in each chapter). Provides more treatment of innovation in services. Greater internationalization of case examples will be provided e.g. more examples will be included from Asia and Latin America. Introduces discussion of the relationship between innovation and the environment.
Customer Reviews:
I'd like to give it ZERO stars. .......2006-09-06
Of all the textbooks I've had, from elementary school through graduate school, this is easily the worst one I've ever had, for any course.
First of all, the authors so redundantly use the word "whilst" and the phrase "rules of the game" that it really gets on your nerves. My classmates all agree with me on this point.
Second, speaking of getting on your nerves, half of what these authors say is, "...as we talked about in the previous chapter" or "as we'll talk about in the next chapter". There is so much redundant language in this book that it really could be condensed to about 25% of its size, and hell, it probably could simply be a chapter in the text for some other course.
Third, the authors should win a Pulitzer prize for flowery language. They seem more interested in impressing me than educating me. Their sentences are far too long. They don't know the meaning of clear and concise, and I think they should all go back to English Composition 101. They'd be great politicians, because never have I heard anyone say so much and yet say so little....over and over and over again.
The book is a like an inflated academic paper...and it's BORING. If ever a topic begged for a case-study approach, it's this one, and this book is not the answer. Save your money, and beg your instructor not to use this text.
Recomendo com certeza!.......2005-10-29
Excelente referência para a pesquisa e para o estudo preliminar visando a implantação de processos de inovação. É completo, abrangente, de fácil leitura. Um livro que não pode faltam na estante de quem se interessa pelo assunto, tanto em termos acadêmicos quanto de interesse gerencial.
Brilliant read!!.......2004-06-02
Used this book for the 'Managing Processes and Products' course on my MBA. Found it quite interesting and illuminating with plenty of examples to bring the subject to life. Would definitely recommend it.
Not for the faint hearted........2003-11-10
This book is very difficult to read. The sentences are so long that you will struggle to make sense of them. The author goes out of his way to use long complicated words. This is not a good book to read to introduce yourself to the subject.
Book Description
Learn to can better meet the needs of the new consumer-driven marketplace. Strategies for the New Health Care Marketplace--written by a team of acclaimed experts--examines the factors changing today's health care system: the growth in demand for services, the increasing influence of consumers on how services are provided, and the dramatic new advances in treatment made possible by technology.
Customer Reviews:
Definitely written before the economic downturn.......2003-07-03
Although published in 2001, it is easy to see that this book was written before the 9/11 disaster and the economic downturn that occured following that. This book makes some good points especially on the expanding role of the patient/consumer in health care, but some of the strategies discussed seem no longer applicable. It does, however, exemplify exactly how dynamic the health care industry is and how the best laid plans can be suddently dashed by forces external to the organization.
One note of subjective personal opinion: The authors tone is somewhat arrogant. At times, the content seems like it is name dropping. As an administrator of a health care organization, I can certainly tell that the authors are not currently administrator's themselves.
Another excellent book from Coddington, et. al........2001-06-19
This book is a must-read for health care managers struggling to understand how consumerism and technology will affect their organizations. The authors take up where they left off in their prophetic "Beyond Managed Care" with a set of practical strategies for the next five years. This book draws heavily from case studies and interviews with industry leaders, making its strategies immediately concrete. Perhaps the biggest contribution is the authors' deep understanding of the industry, where consumerism will manifest itself in unique ways. There are some real pearls in these pages.
These Authors Score Again!.......2001-05-09
The authors have, again, combined their considerable expertise and foresight to provide us with guidance down each of several pathways along which Health Care could evolve. One of the factors central to that evolution, and enunciated by the authors,is the issue of quality and its relationship to technology and consumerism. Whatever may be ones role in Health Care, this treatise provides pertinent insight into evolving trends, and offers appropriate strategies to accommodate thereto. It's a darned good book. Read it.
Strategies for the New Healthcare Marketplace.......2001-04-16
The authors of this book have a wealth of experience in healthcare and have used their knowledge and experience to share with the reader, what the healthcare marketplace will look like in the future. They start off with reviewing where we are and what the environment for the future of healthcare will be with specific emphasis on the values important to consumers.
Then the delve into the stratgies for change in looking at all types of healthcare delivery models including physicians and medical groups to hospitals and multihospital systems and health plans.
In part three of the book they discuss the leadership, governance, and marketing necessary to operate in the new healthcare marketplace.
In the final section, the discuss sucessful healthcare organizations what what has made them successful as well as dispelling many of the myths that affect successful decision making.
I strongly recommend this book to anyone who is involved in healthcare from policy makers to those in the trenches.
Book Description
In the modern economy, where most workers are knowledge workers, creativity and innovation are the most easily sustainable competitive advantages. In The Big Book of Creativity Games, Harvard trained psychologist Robert Epstein provides dozens of games and activities designed to stimulate creativity and generate innovation in the workplace.
Dr. Epstein describes the scientific principles of creativity that underlie the games, and how these principles can be applied to tasks like problem solving, new product development, and marketing. Timely and innovative, The Big Book of Creativity Games is the ideal book for managers to turn to whenever they need:
- Games that are easy to lead and fun to play
- Exercises that go far beyond standard brainstorming techniques
- Innovation jump-starters for team meetings and work groups
Customer Reviews:
Creativity from one who knows the source.......2007-02-11
The book is firmly rooted in science, and the exercises are proof: This is not a cookbook. You need to understand the rationale behind the exercises. The book builds up a coherent set of argument, points to further reading, and is a veritable treasure trove of how to be, and help others be, creative. I highly recommend it.
Hare-Brained.......2004-03-26
This book delivers so much less than it promises that I have found it virtually useless in training actual human beings. Maybe it was tested on hares. You would do much better (and be much more creative) coming up your own exercises.
Disappointed Innovator.......2004-03-06
This book was a total disappointment. I have never written a review online before, but if I can stop someone from buying this series I will feel like I've saved someone their hard-earned dollars. The subtitle says "Fun Activities for Jumpstarting Innovation". It should have said "Invent your own games because we don't have any good ones to tell you about". At least half the games were not games at all, but instructions for the participants to CREATE THEIR OWN GAMES!!!!! I COULD HAVE DONE THAT! One after the other are worded as follows: "Participants design and carry out their own exercise to demonstrate the importance of _____ for the creative process" -- (insert chapter topic in the blank). Sorry, that doesn't help me at all. STAY AWAY!
Unleash Your Creativity.......2003-09-07
It is probably no accident that Robert Epstein's _Big Book of Creativity Games: Quick, Fun Activities for Jumpstarting Innovation_ appears at first glance to be a book for children. Its title, colorful cover, and interior design are reminiscent of children's books. While many of the games can be used in classrooms, the primary audience for the book is adults -- people who want to improve the creativity of those in their businesses or other organizations.
The forty-eight games in the book are based on Epstein's Generativity Theory. His ideas about the creative process grew out of his laboratory research. In addition to refuting popular myths about the creative process, Epstein identifies four core competencies that help individuals express their creativity (plus four more competencies to nurture creativity in others):
1. Capturing new ideas
2. Challenging yourself so that new ideas emerge
3. Broadening your base of knowledge and experience
4. Surrounding yourself with an environment -- both physical and social -- that encourages new ideas
Despite the fact that the book is grounded in theory and research, the information it contains is practical and easily accessible. The book is written in lay terms, and the information is as easy to understand as the juvenile format leads you to expect it to be.
The games are categorized by purpose (such as "convincing people that they're creative") and by core competency. It is easy, therefore, to find games to fit a particular need. Epstein devotes about three pages to each game, providing a summary of the game, its objective, the time required (ranging from 5 to 90 minutes), the materials needed (generally readily available), the procedure, and discussion questions. The discussion questions are indeed a key feature of the book, for the games are intended not only to boost creativity but also to demonstrate creativity's basic principles.
Epstein places a high premium on failure. He says that failure causes us to recall past methods of dealing with a problem -- and often discover a new solution. Without failure, creativity is not needed (remember the Apollo 13 mission). Many games involving the second competency, Challenging, deal with managing the frustration and other negative emotions that often accompany failure.
In addition, the book includes an abridged version of Epstein's Creativity Competencies Inventory for Individuals (ECCI-i) along with a self-scorer. These tools are effective for evaluating a person's overall creativity and each of the four competencies. It is easy, then, for a person to see which areas would benefit from development.
CREATIVE PROCESS DEMYSTIFIED.......2000-11-15
Thank you, Robert Epstein, for demythologizing creativity. As a writing teacher I found this book very helpful in several ways. The games are fun and each one makes a strong point. My students respond to the core competencies with excitement and gratitude and most can't wait to develop these concrete skills. I've found nothing better for tackling the problem of "writer's block." I have used this book with students in classroom and workshop situations and recommend it to managers who want to jump start their employees' creativity.
Book Description
Building on his pioneering work on the management of technology and innovation in his first book, Managing the Flow of Technology, Thomas J. Allen of MIT has joined with award-winning German architect Gunter Henn of HENN Architekten to produce a book that explores the combined use of two management tools to make the innovation process most effective: organizational structure and physical space. They present research demonstrating how organizational structure and physical space each affect communication among peoplein this case, engineers, scientists, and others in technical organizationsand they illustrate how organizations can transform both to increase the transfer of technical knowledge and maximize the communication for inspiration that is central to the innovation process. Allen and Henn illustrate their points with discussions of well-known buildings around the world, including Audis corporate headquarters, Steelcases corporate design center, and the Corning Glass Becker building, as well as several of Gunter Henns own projects, including the Skoda automotive factory in the Czech Republic and the Faculty for Mechanical Engineering at the Technical University of Munich. Allen and Henn then demonstrate the principles developed in their work by discussing in detail one example in which organizational structure and physical space were combined successfully to promote innovation with impressive results: HENN Architektens Project House for the BMW Group Research and Innovation Centre in Munich, cited by Business Week (April 24, 2006) in naming BMW one of the worlds most innovative companies.
Professor Thomas Allen is the originator of the Allen curve. In the late 1970s, Tom Allen undertook a project to determine how the distance between engineers offices coincided with the level of regular technical communication between them. The results of that research, now known as the Allen Curve, revealed a distinct correlation between distance and frequency of communication (i.e. the more distance there is between people 50 meters or more to be exact the less they will communicate). This principle has been incorporated into forward-thinking commercial design ever since, in, for example, The Decker Engineering Building in New York, the Steelcase Corporate Development Center in Michigan, and BMWs Research Center in Germany.
*Professor Allen of MIT is known worldwide for "the Allen curve" which is taught and cited in all management literature about innovation
*Gunter Henn is a renowned architect in Germany known for his innovative industrial building designs such as BMW projecthaus and the Skoda factory
*Shows in clear terms--based on actual research and implementation--how managers can organize the work, workers, and their physical space to maximize the potential for innovation
Book Description
This book provides a unique review of technical developments related to the unification that is rapidly taking place today among nanotechnology, biotechnology, information technology, and cognitive science (NBIC).
It assesses potential for revolutionary applications of these developments and their likely impact in improving the human condition and offers a wide variety of scholarly views on the likely societal impacts and policy implications of these developments and applications, including assessments of educational, economic, commercial, legal, ethical, political, and social implications.
Books:
- Fundamentals of Building Construction: Materials and Methods
- Getting Organized: Learning How to Focus, Organize and Prioritize
- Getting Things Done: The Art of Stress-Free Productivity
- Global Institutions, Marginalization and Development (Routledge/Ripe Studies in Globalpolitical Economy)
- Good to Great and the Social Sectors: A Monograph to Accompany Good to Great
- Good to Great: Why Some Companies Make the Leap... and Others Don't
- Groups in Context: Leadership and Participation in Small Groups
- High Five (A Stephanie Plum Novel)
- History: Fiction or Science? (Chronology, No. 1)
- History: Fiction or Science? (Chronology, No. 1)
Books Index
Books Home
Recommended Books
- The Spinner's Companion
- Surrender My Love
- Methods in Insect Sensory Neuroscience
- Mathematical Models for Structural Reliability Analysis
- Perceiving the Arts: An Introduction to the Humanities
- The Book Thief
- The Everything Tropical Fish Book
- Aesthetics and The Environment: The Appreciation of Nature, Art and Architecture
- Marcel Breuer, Architect: The Career and the Buildings
- Living with Coyotes: Managing Predators Humanely Using Food Aversion Conditioning
Strategy & Competition
| Management & Leadership
| Business & Investing
| Subjects
| Books
The Smart Organization: Creating Value Through Strategic R&D
Third Generation R & D: Managing the Link to Corporate Strategy
Management of Research and Development Organizations: Managing the Unmanageable, 2nd Edition
The Valuation of Technology: Business and Financial Issues in R&D (Operations Management Series)
R&D Strategy & Organization: Managing Technical Change in Dynamic Contexts
