工作中的创新，Thinkers50

WHAT IT TAKES TO SUCCEEDWITH INNOVATION INNOVATION@WORK What it takes to succeed with innovation www.thinkers50.com enquiries@thinkers50.com Thinkers50 LimitedThe Studio, Highfield LaneWargrave RG10 8PZUnited Kingdom First published in Great Britain 2018Copyright © Thinkers50 Limited 2018Design by www.jebensdesign.co.uk All rights reserved. No part of this publication may be reproduced, stored ina retrieval system, or transmitted in any form or by any means, electronic,mechanical, photocopying, recording or otherwise without the prior writtenpermission of the Publishers. This book may not be lent, resold, hired out orotherwise disposed of by way of trade in any form of binding or cover otherthan that in which it is published, without the prior consent of the publishers. ISBN:PDF Edition 9781999873431ePub Edition 9781999873448Kindle Edition 9781999873455 Innovation@Work: What it takes to succeed with innovation CONTENTS 57101418222936424852586468ForewordIkujiro NonakaIntroductionStuart Crainer & Des DearloveFive keys to innovationJeanne M. Liedtka & Randy SalzmanCodifying innovationStuart Crainer & Des DearloveConquering uncertainty with dual transformationScott AnthonyHow companies strangle innovation – and how youcan get it rightSteve BlankFailure Inc.Gabriella Cacciotti & James HaytonDown-to-earth innovationStuart Crainer & Des DearloveOn undersolving and oversolving problemsAlf RehnInnovating to make the world a better placeDeepa PrahaladBeyond the sticky note: bringing start-up cultureinto established companiesTendayi VikiOpening up innovationStuart Crainer & Des DearloveLetter to the CEOHenry ChesbroughIn conversationClay Christensen 7580849097104109114120127130133139143148The real lessons of disruptionAlf RehnEmbracing the second era of the internetDon TapscottPreparing for the rise of the robotsMaja KoricaThe difference that makes a differenceAlison Reynolds & David LewisIn conversationHenry ChesbroughOpen innovation Chinese-stylePaul Nunes & Larry DownesLetter to the CEOAlex Osterwalder & Yves PigneurIn conversationLinda HillCollaboration at workAlessandro di Fiore & Jonas VetterPutting a name to innovationHu Yong & Hao YazhouIn 50 secondsKate DarlingIn conversationVijay GovindarajanArchitects of innovationSangeet Paul ChoudaryThe real facts of innovation lifeStuart Crainer & Des DearloveInnovation: now is the time for emergent changeDeborah Rowland 152155160164170175179183188192197200201Today’s real agendaRicardo Viana VargasThe new art of Japanese innovationStuart Crainer & Des DearloveAre you a smart or wise innovator?Navi RadjouIn conversationJeanne LiedtkaForge your future with the avant-gardeAnders IndsetWhy is innovation so hard?Edward D. HessInnovative ways of organizing in the EastMark Greeven & Wei WeiThe end of the world as we know itMarta García AllerBuilding a WEIRD cultureCharles Towers-ClarkHow can leaders promote innovation?David De Cremer & Jack McGuireInnovation challengesStuart Crainer & Des DearloveAbout Thinkers50About the Open Innovation Gateway powered by Fujitsu Ikujiro Nonaka FOREWORD Aturning point in my career came in 1984 when I attended a HarvardBusiness School colloquium on productivity and technology. After that Ileft the information processing paradigm and began the knowledge creatingparadigm. In 1986 Hirotaka Takeuchi and I published a paper, “The NewProduct Development Game” in theHarvard Business Review. This was basedon our research on new product development in Japanese firms. It was theturning point in my focus – from information to knowledge. This paper laterinfluenced the software development industry and became the foundation ofthe agile and scrum development method. With continued research I became confident that innovation processescannot be explained solely by the information process involved. Innovationneeds to be proactive rather than merely responding to environmentalchanges. I also started exploring human factors such as personal commitment,emotion and strong belief. We wrote “The Knowledge-Creating Company”article in 1991. It later became a book. We observed that where the onlycertainty is uncertainty the one sure source of lasting competitive advantage isknowledge. We distinguished between explicit knowledge and tacit knowledge. Explicitknowledge can be captured in codes, symbols, statements and so on. Tacitknowledge is tied to the body, senses, movement, intuition. Since then I have continued to try to explain company activities from theknowledge-creating point of view. Along the way, my interest has expandedfrom organizational behaviour to strategy. At UC Berkeley I taught a course on innovation with David Teece andhosted a knowledge forum for five years where we met many great thinkersand CEOs. In our continued research we observed that organizations need tocontinuallysynthesize knowledge exploration and exploitation.Suchorganizations build and utilize a relationship with knowledge that integratesand synthesizes explicit knowle