by Charles Lee (2012)
"Proven pathways for taking ideas to implementation. We all have ideas--things we want to do or create--but only some of us will do what it takes to see those ideas come to pass. In Good Idea. Now What? readers will discover some of the essential values and principles that guide successful idea-makers, including the leveraging of mixed environments for creativity, working through resistance and setbacks, developing a practical plan for implementation that works, navigating collaborative opportunities, and communicating your idea to make it truly remarkable.Whether you're just a creative type, or the leader of an organization, you must figure out a creative process and develop an infrastructure for implementing your ideas. Good Idea. Now What? offers systematic advice for moving your ideas to execution. It will show you: The fundamental elements of a good idea Tangible pathways to follow after initial inspiration The importance of branding and its impact on ideas Practical advice for developing a loyal tribe of supporters who will take your idea to a whole new level It's not enough to be inspired. Learn how to follow through on your ideas and discover how great an impact you can have!"--
Peter A. Gloor
Introduces the concept of Collaborative Innovation Networks (COINs), one of the most productive engines of innovation. Using examples, this book shows how to leverage COINs to develop successful products in R&D, grow better customer relationships establish better project management, and build higher-performing teams.
Debra M. Amidon
Innovation Strategy for the Knowledge Economy is intended for managers who have practiced the best of quality and re-engineering management techniques and are ready to transform their organizations with the systematic notions of knowledge creation and application. It is for organization leaders who prefer to be inspired with innovation strategy than hit over the head with change management techniques. It does not deal with barriers, hurdles, or conflicts to be resolved; rather, it paints a possible vision of how we can take advantage of our collective learning to move an enterprise forward..This book provides the reader with a sound, practical framework for instituting innovation strategy beyond the traditional definition of flow of parts or finances. At the core is an understanding of the dual value of knowledge (content) and innovation (process) using 'real-time' learning as the methodology.Innovation Strategy for the Knowledge Economy introduces new managerial concepts such as: Value-System versus Value-ChainStrategic Business Network (SBN) versus Strategic Business Unit (SBU)Customer Success versus Customer SatisfactionIt is an invaluable resource for both managers and organization leaders.Debra Mae Amidon is Founder and Chief Strategist of Entovation International, a global innovation research and consulting network with outposts throughout the world. Her specialties include: knowledge management, learning networks, customer innovation, and enterprise transformation. Ms. Amidon holds degrees from Boston University, Columbia and MIT, where she was an Alfred P. Sloan Fellow.
Elmira Bayrasli
"Elmira Bayrasli's worldview was turned upside down when a woman in Bosnia told her, "thanks for the help. But we need work and jobs, not foreign aid." That prompted Bayrasli to embark on a worldwide quest to find how talented people have overcome insurmountable obstacles to build high-growth businesses that are driving wealth and building communities, regions and countries. Through seven remarkable stories, Elmira Bayrasli shows why the next Steve Jobs and the next Apple, Google or Facebook is as likely to come from Nigeria, Pakistan or Mexico as Silicon Valley. She discovers that what distinguishes techies in Silicon Valley from women selling bamboo stools in Bangladesh isn't their sophistication but simply the conditions that are necessary to sustain and scale business ideas. In the absence of these obstacles, global entrepreneurship can flourish. Bayrasli paints compelling stories of extraordinary entrepreneurs creatively battling corruption, lack of infrastructure, capital shortages and underdeveloped supplier and customer networks. She offers solutions that can be utilized by entrepreneurs everywhere, and shows why micro-finance, social entrepreneurship, and foreign aid are not enough. Most importantly, she shows how the key to building successful entrepreneurial ecosystems is to provide the framework that enables start-ups to scale. "--
Sharon M. Oster
Strategic Management for Nonprofit Organizations applies powerful concepts of strategic management developed originally in the for-profit sector to the management of nonprofits. It describes the preparation of a strategic plan consistent with the resources available, analyzes the operational tasks in executing the plan, and describes the ways in which nonprofits need to change in order to remain competitive. Drawing on literature in the fields of economics, management, accounting, and organizational theory, Sharon Oster explores a wide range of topics including a discussion of the role and mission of the nonprofit - from fund-raising to accounting and from evaluation to the treatment of volunteers and the board of directors. Examples are taken from all parts of the nonprofit arena including the arts, health care, education, social services, foundations, and economic development. This is the first book to bring modern strategic management concepts to the problems of managing nonprofit organizations. It draws clear distinctions between the different industries and offers practical solutions to the challenges confronting managers of nonprofits.