Design of business

Informationen zum Autor Roger Martin is dean of the Rotman School of Management at the University of Toronto and a professor of strategic management at the school. He authored The Responsibility Virus, The Opposable Mind, and many articles in leading business publications including Harvard Business Review, BusinessWeek, Fast Company, and Barron's. Klappentext Most companies today have innovation envy. They yearn to come up with a game-changing innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative-they spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results. Zusammenfassung Most companies yearn to come up with a game-changing innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative - they spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results. Why? This title offers a provocative answer. Inhaltsverzeichnis 1. The Science and Art of Business 2. Reliability versus Validity 3. The Competitive Advantage of Design Thinking 4. The Design of Procter & Gamble 5. Organizational Implications 6. Implications for Leadership 7. Implications for You

Auteur

Roger Martin is dean of the Rotman School of Management at the University of Toronto and a professor of strategic management at the school. He authored The Responsibility Virus, The Opposable Mind, and many articles in leading business publications including Harvard Business Review, BusinessWeek, Fast Company, and Barron's.

Texte du rabat

Most companies today have innovation envy. They yearn to come up with a game-changing innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative-they spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results.

Résumé
Most companies yearn to come up with a game-changing innovation like Apple's iPod, or create an entirely new category like Facebook. Many make genuine efforts to be innovative - they spend on R&D, bring in creative designers, hire innovation consultants. But they get disappointing results. Why? This title offers a provocative answer.

Contenu

1. The Science and Art of Business
   
   2. Reliability versus Validity
   3. The Competitive Advantage of Design Thinking
   4. The Design of Procter & Gamble
   5. Organizational Implications
   6. Implications for Leadership
   7. Implications for You