MARC Record from Harvard University

LEADER: 04083cam a22004218i 4500
005 20160328090440.0
008 151015s2016 mau 000 0 eng
001 990146478570203941
010 $a^^2015039506
020 $a9781633690141$q(hardback)$0(uri) http://www.isbnsearch.org/isbn/9781633690141
020 $a1633690148$q(hardback)$0(uri) http://www.isbnsearch.org/isbn/1633690148
035 $a(OCoLC)922454251$0(uri) http://www.worldcat.org/oclc/922454251
040 $aDLC$beng$erda$cDLC$dBTCTA$dYDXCP$dBDX$dOCLCO$dOCLCF$dOCLCQ
042 $apcc
050 00 $aHD57.7$b.G68 2016
082 00 $a658.4/092$223
084 $aBUS063000$aBUS041000$aBUS071000$2bisacsh
100 1 $aGovindarajan, Vijay.$0(uri) http://id.loc.gov/authorities/names/n88018172$0(uri) http://viaf.org/viaf/sourceID/LC|n88018172
245 14 $aThe three box solution :$ba strategy for leading innovation /$cVijay Govindarajan.
264 1 $aBoston :$bHarvard Business Review Press,$c2016.
300 $a240 pages :$billustrations ;$c25 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
520 $a"Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches--it is well-understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the current business--one that is still thriving--while dramatically reinventing it? How do you foresee a change in your current model before a crisis forces you to abandon it? Vijay Govindarajan expands the leader's innovation toolkit with a simple and proven method for allocating the organization's energy, time, and resources--in balanced measure--across what he calls "the three boxes": - Box 1: The present--Keep the current business going - Box 2: The past--Forget what made the business successful in the past - Box 3: The future--Create the new model The "three box" framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring the different sets of behaviors and activities, across all levels of the organization. Supported with rich company examples--such as Mahindra & Mahindra, Hasbro, IBM, United Rentals, Dunnhumby, Nucor, and Tata--and testimonies of leaders who have successfully used this framework to lead innovation, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation"--$cProvided by publisher.
504 $aIncludes bibliographical references (pages 223-224) and index.
505 0 $aA simple framework for leading innovation: the three boxes -- Create the future -- Forget the past -- Manage the present -- Keeping the three boxes in balance -- Leading innovation.
650 0 $aLeadership$0(uri) http://id.worldcat.org/fast/fst00994701$0(uri) http://id.loc.gov/authorities/subjects/sh85075480
650 0 $aStrategic planning.$0(uri) http://id.worldcat.org/fast/fst01134371$0(uri) http://id.loc.gov/authorities/subjects/sh85128511
650 7 $aBUSINESS & ECONOMICS$xStrategic Planning.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xManagement.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xLeadership.$2bisacsh
650 7 $aLeadership$2fast$0(uri) http://id.worldcat.org/fast/fst00994701$0(uri) http://id.loc.gov/authorities/subjects/sh85075480
650 7 $aStrategic planning$2fast$0(uri) http://id.worldcat.org/fast/fst01134371$0(uri) http://id.loc.gov/authorities/subjects/sh85128511
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852 0 $bBAK$cSTLC$hHD57.7$i.G68 2016$8222182512950003941
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876 $8222182512800003941$q1$70$mARC$yBOOK$pHB9TGI$cARC$0232182512740003941$h91$nHD57.7 .G68 2016$bBAK$lBAK