{"product_id":"unrelenting-innovation-isbn-9781118352403","title":"Unrelenting Innovation","description":"\u003cb\u003eThe hands-on guide for fostering relentless innovation within your company\u003c\/b\u003e \u003cp\u003eGerard Tellis, a noted expert on innovation, advertising, and global markets, makes the compelling case that the culture of a firm is the crucial driver of an organization's innovativeness. In this groundbreaking book he describes the three traits and three practices necessary to create a culture of relentless innovation. Organizations must be willing to cannibalize successful products, embrace risk, and focus on the future. Organizations build these traits by providing incentives for enterprise, empowering product champions, and encouraging internal markets.\u003c\/p\u003e \u003cp\u003eSpelling out the critical role of culture, the author provides illustrative examples of organizations with winning cultures and explores the theory and evidence for each of the six components of culture. The book concludes with a discussion of why culture is superior to alternate theories for fostering innovation.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eOffers a groundbreaking take on innovation that is driven by a company's culture\u003c\/li\u003e \u003cli\u003eShows what it takes to create a culture of innovation within any organization\u003c\/li\u003e \u003cli\u003eBased on a study of 770 companies across 15 countries, the origin of 90 radical innovations spanning over 100 years, and the evolution of 66 markets spanning over a 100 years\u003c\/li\u003e \u003cli\u003eProvides numerous mini cases to illustrate the workings of culture\u003c\/li\u003e \u003cli\u003eWritten by Gerard Tellis director of the Center for Global Innovation\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThis must-have resource clearly shows the role of culture in driving relentless innovation and how to foster it within any organization.\u003c\/p\u003e  \u003cp\u003eFigures and Tables xi\u003c\/p\u003e \u003cp\u003eForeword xiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Why Incumbents Fail 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Incumbents Fail to Innovate Unrelentingly 3\u003c\/p\u003e \u003cp\u003eThe Preeminence of Culture 7\u003c\/p\u003e \u003cp\u003eCulture as a Primary Explanation 15\u003c\/p\u003e \u003cp\u003eBasis for the Book 17\u003c\/p\u003e \u003cp\u003eConclusion 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Willingness to Cannibalize Successful Products 23\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Incumbents Are Reluctant to Cannibalize Products 24\u003c\/p\u003e \u003cp\u003eWhy Willingness to Cannibalize Is Important 28\u003c\/p\u003e \u003cp\u003eUnderstanding Technological Evolution 33\u003c\/p\u003e \u003cp\u003eBlinded to an Opportunity: Microsoft Keywords? 39\u003c\/p\u003e \u003cp\u003eCrippled by Fear of Piracy: Sony MP3 Player 41\u003c\/p\u003e \u003cp\u003eDecline of an Innovator: Eastman Kodak 45\u003c\/p\u003e \u003cp\u003eA Cycle of Cannibalization: Gillette's Innovations in Wet Shaving 49\u003c\/p\u003e \u003cp\u003eLate Move: HP Tablet 53\u003c\/p\u003e \u003cp\u003eConclusion 54\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Embracing Risk 59\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSources of Risk: Innovation’s High Failure Rate 59\u003c\/p\u003e \u003cp\u003eThe Reflection Effect: Asymmetry in Perceived Risk 63\u003c\/p\u003e \u003cp\u003eThe Hot-Stove Effect: Learning from Failure 65\u003c\/p\u003e \u003cp\u003eThe Expectations Effect: Hope Versus Reality 68\u003c\/p\u003e \u003cp\u003eInnovation’s Gain-Loss Function: Type 1 and 2 Errors 69\u003c\/p\u003e \u003cp\u003eCase Histories 75\u003c\/p\u003e \u003cp\u003eGambling on an Embryonic Market: Toyota’s Prius 75\u003c\/p\u003e \u003cp\u003eGambling on Growth: Amazon.com 84\u003c\/p\u003e \u003cp\u003eGambling on Vision: Facebook 90\u003c\/p\u003e \u003cp\u003eGambling on Scale: Federal Express 103\u003c\/p\u003e \u003cp\u003eConclusion 106\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Focusing on the Future 109\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Future Focus Is Tough 111\u003c\/p\u003e \u003cp\u003eAvailability Bias 114\u003c\/p\u003e \u003cp\u003eParadigmatic Bias 116\u003c\/p\u003e \u003cp\u003eCommitment Bias 119\u003c\/p\u003e \u003cp\u003ePlanning for the Future 121\u003c\/p\u003e \u003cp\u003ePredicting and Managing Takeoff 122\u003c\/p\u003e \u003cp\u003eTargeting Future Mass Markets 126\u003c\/p\u003e \u003cp\u003ePredicting Technological Evolution 129\u003c\/p\u003e \u003cp\u003eAnalyzing Emergent Consumers 134\u003c\/p\u003e \u003cp\u003eConclusion 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Incentives for Enterprise 141\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTraditional Incentives: Winning Loyalty 142\u003c\/p\u003e \u003cp\u003eAsymmetric Incentives: Turning Failure into Success 143\u003c\/p\u003e \u003cp\u003eMaking Incentives Work: Economics and Psychology of Incentives 148\u003c\/p\u003e \u003cp\u003ePower of Incentives: IBM's Transformation 155\u003c\/p\u003e \u003cp\u003eIncentives for Enterprise: Google 157\u003c\/p\u003e \u003cp\u003eIncentives for Loyalty: General Motors 163\u003c\/p\u003e \u003cp\u003eIncentives for Innovation: 3M 168\u003c\/p\u003e \u003cp\u003eStructuring Team Incentives: IBM's Learning from Online Gamers 171\u003c\/p\u003e \u003cp\u003eConclusion 173\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Fostering Internal Markets 177\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCharacteristics of Markets 181\u003c\/p\u003e \u003cp\u003eImplementing Internal Markets 192\u003c\/p\u003e \u003cp\u003eManaging Internal Markets 199\u003c\/p\u003e \u003cp\u003eConclusion 203\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Empowering Innovation Champions 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLuck Versus Innovation Champions 206\u003c\/p\u003e \u003cp\u003eCharacteristics of Champions 208\u003c\/p\u003e \u003cp\u003eTesting Luck 210\u003c\/p\u003e \u003cp\u003eChampions Versus Teams 212\u003c\/p\u003e \u003cp\u003eChampions at the Top Versus the Bottom 214\u003c\/p\u003e \u003cp\u003eDistributed Champions: Google’s \"Young Turks\" Program 216\u003c\/p\u003e \u003cp\u003eSerial Champion: Roger Newton 218\u003c\/p\u003e \u003cp\u003eChampioning Mass Market of the Future: Tata Nano 222\u003c\/p\u003e \u003cp\u003eChampioning a Music Revolution: Apple iPod 227\u003c\/p\u003e \u003cp\u003eMobilizing an Organization for Innovation: Sony Walkman 231\u003c\/p\u003e \u003cp\u003eSteps in Empowering Champions 235\u003c\/p\u003e \u003cp\u003eConclusion 236\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Culture Versus Alternate Theories: Arguments and Evidence 237\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMicro-Theories 238\u003c\/p\u003e \u003cp\u003eMacro-Theories 250\u003c\/p\u003e \u003cp\u003eConclusion 260\u003c\/p\u003e \u003cp\u003e\u003cb\u003eNotes 263\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBibliography 289\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAcknowledgments 307\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eThe Author 309\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex 311\u003c\/b\u003e\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eGerard J. Tellis\u003c\/b\u003e is a professor of marketing, management, and organization, Neely Chair of American Enterprise, and director of the Center for Global Innovation, at the University of Southern California Marshall School of Business. Dr. Tellis is an expert in innovation, advertising, global market entry, new product growth, quality, and pricing. His book,\u003ci\u003e Will and Vision\u003c\/i\u003e, was cited as one of the top 10 books in business by the \u003ci\u003eHarvard Business Review\u003c\/i\u003e and was the winner of the American Marketing Association Berry Award for the best book in marketing over the last three years.   \u003c\/p\u003e\u003cp\u003e\"Through decades of rigorous research, Professor Gerard Tellis posits a powerful thesis: that the internal culture of a firm is the primary driver of innovation. . . . This book is deep in theory and rich in insight.\" —From the Foreword by Vijay Govindarajan\u003c\/p\u003e \u003cp\u003eIn \u003ci\u003eUnrelenting Innovation\u003c\/i\u003e, Gerard Tellis (a noted expert on innovation, advertising, and global markets) makes the convincing case that the culture of a firm is the crucial driver of an organization's ability to innovate. Using powerful cases to illustrate his message, Tellis shows how changing an organization's culture can overcome the main barrier to innovation—the complacency of success by current incumbents. The ideal culture of an innovative organization is comprised of three traits and three practices. Innovative organizations should be willing to cannibalize successful products, embrace risk, and focus on the future. Leaders can ensure that these traits are incorporated into their organization's culture by introducing the following three practices: provide incentives for enterprise, empower product champions, and encourage internal markets. To bolster this thesis, Tellis outlines why transforming an organization's culture is superior to alternate theories for fostering innovation.\u003c\/p\u003e \u003cp\u003eBased on multiple research studies and grounded in practical recommendations, \u003ci\u003eUnrelenting Innovation\u003c\/i\u003e contains a wealth of valuable tools to help senior leaders implement the practices that will foster a culture of relentless innovation. The book is filled with illustrative examples of established companies that have stumbled in recent years due to lack of innovation and rising new stars that have become innovative giants.\u003c\/p\u003e  \u003cp\u003e\"Through decades of rigorous research, Professor Gerard Tellis posits a powerful thesis: that the internal culture of a firm is the primary driver of innovation. . . . This book is deep in theory and rich in insight.\" \u003cb\u003e—FROM THE FOREWORD BY VIJAY GOVINDARAJAN\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eIn \u003ci\u003eUnrelenting Innovation\u003c\/i\u003e, Gerard Tellis (a noted expert on innovation, advertising, and global markets) makes the convincing case that the culture of a firm is the crucial driver of an organization's ability to innovate. Using powerful cases to illustrate his message, Tellis shows how changing an organization's culture can overcome the main barrier to innovation—the complacency of success by current incumbents. The ideal culture of an innovative organization is comprised of three traits and three practices. Innovative organizations should be willing to cannibalize successful products, embrace risk, and focus on the future. Leaders can ensure that these traits are incorporated into their organization's culture by introducing the following three practices: provide incentives for enterprise, empower product champions, and encourage internal markets. To bolster this thesis, Tellis outlines why transforming an organization's culture is superior to alternate theories for fostering innovation. \u003c\/p\u003e\u003cp\u003eBased on multiple research studies and grounded in practical recommendations, \u003ci\u003eUnrelenting Innovation\u003c\/i\u003e contains a wealth of valuable tools to help senior leaders implement the practices that will foster a culture of relentless innovation. The book is filled with illustrative examples of established companies that have stumbled in recent years due to lack of innovation and rising new stars that have become innovative giants.\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47990437642469,"sku":"NP9781118352403","price":34.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118352403.jpg?v=1761787826","url":"https:\/\/k12savings.com\/es\/products\/unrelenting-innovation-isbn-9781118352403","provider":"K12savings","version":"1.0","type":"link"}