The Innovation Paradox - Davila, Tony; Epstein, Marc J.; Manzoni, Jean-Francois
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It's a paradox: as big companies get better at achieving operational excellence, actual breakthroughs seem to decrease. It's the scrappy little startups, with comparatively tiny budgets, that continue to be founts of innovation. Why is it that as industry leaders get better at what they do, they get worse at innovation? By conducting deep research within companies as diverse as Apple, Google, Pfizer, General Motors, Nike, and Sony, the authors have found the answer: the very pursuit of operational excellence - that is, making one's existing business as efficient as it can be - blinds managers…mehr

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Produktbeschreibung
It's a paradox: as big companies get better at achieving operational excellence, actual breakthroughs seem to decrease. It's the scrappy little startups, with comparatively tiny budgets, that continue to be founts of innovation. Why is it that as industry leaders get better at what they do, they get worse at innovation? By conducting deep research within companies as diverse as Apple, Google, Pfizer, General Motors, Nike, and Sony, the authors have found the answer: the very pursuit of operational excellence - that is, making one's existing business as efficient as it can be - blinds managers to the kinds of disruptive business model changes vital for innovation. These changes could threaten all that hard work. It's why Nokia famously killed its smart phone - the company was too invested in "dumb phones." Nothing less than a complete redesign and rethinking of the corporation - down to how accountants capture innovation costs and overhead - is necessary to get companies moving again. The authors' new model, "the startup corporation," marries the strengths of corporate scale to the nimbleness of entrepreneurs. For a model of the new startup corporation, the authors return again and again to Apple, which doesn't have the usual corporate structure and accounting systems. Not every company can be an Apple, but all companies can learn to break the bonds of operational thinking if they'll take the authors' lessons to heart.
For more than twenty years, major innovations—the kind that transform industries and even societies—seem to have come almost exclusively from startups. Established companies still dominate most markets, but despite massive efforts and millions of dollars, they can’t seem to achieve the same kinds of foundational breakthroughs. The problem, say Tony Davila and Marc Epstein, is that the very processes and structures responsible for established companies’ enduring success prevent them from developing breakthroughs. This is the innovation paradox. Most established companies succeed through incremental innovation—taking a product they’re known for and adding a feature here, cutting a cost there. It’s a solid recipe for growth, but major breakthroughs are hard to achieve when everything about the way your organization is built and run is designed to reward making what already works work a little better. But incremental innovation can coexist with breakthrough thinking. Using examples from both scrappy startups and long-term innovators such as IBM, 3M, Apple, and Google, Davila and Epstein explain how corporate culture, leadership style, strategy, incentives, and management systems can be structured to encourage breakthroughs. Then they bring it all together in a new model called the Startup Corporation, which combines the philosophy of the startup with the experience, resources, and network of an established company. Startup corporations encourage visionary thinking at all levels—instead of depending on a single Steve Jobs, they have dozens, even thousands of them. Breakthrough innovation no longer has to be the nearly exclusive province of the new kids on the block. With Davila and Epstein’s assistance, any company can develop paradigm-shifting products and services and maximize the ROI on its R&D.
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Autorenporträt
Tony Davila heads the Entrepreneurship Department and the Entrepreneurship and Innovation Center at IESE Business School in Barcelona. He was previously on the faculty of the Graduate School of Business at Stanford University and a visiting professor at the Harvard Business School. He has a doctorate from Harvard Business School. Marc J. Epstein is a distinguished research professor of management at Jones Graduate School of Business at Rice University. He has been a professor at the Stanford Graduate School of Business, Harvard Business School, and INSEAD. He has written or cowritten nearly twenty books and more than two hundred papers and has worked extensively with leading global companies on innovation.