The New Age of Innovation: Driving Cocreated Value Through Global Networks
McGraw Hill Professional, May 4, 2008 - Business & Economics - 304 pages
Named one of the "Best Books on Innovation, 2008" by BusinessWeek magazine
From the greatest minds in business today comes a groundbreaking new blueprint for executing the next stage of customer-created value. C.K. Prahalad, the world's premier business thinker, and IT scholar M.S. Krishnan unveil the critical missing link in connecting strategy to execution--building organizational capabilities that allow companies to achieve and sustain continuous change and innovation.
The New Age of Innovation reveals that the key to creating value and the future growth of every business depends on accessing a global network of resources to co-create unique experiences with customers, one at a time. To achieve this, CEOs, executives, and managers at every level must transform their business processes, technical systems, and supply chain management, implementing key social and technological infrastructure requirements to create an ongoing innovation advantage.
In this landmark work, Prahalad and Krishnan explain how to accomplish this shift--one where IT and the management architecture form the corporation's fundamental foundation. This book provides strategies for
To successfully compete on the battlefields of 21st-century business, companies must reinvent their processes and culture in order to sustain innovative solutions. The New Age of Innovation is a complete program for achieving this transformation to meet the needs of the end consumer of the future.
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The book is filled with absurd business models and unattainable business goals. It is so superfluous that one starts questioning the need for spending four years and almost three hundred pages of good grade paper. The thoughts are very random and give an impression that the book was conceptualized on-the-fly without any substantial prior research or thought process. Probably the main writer was napping on a toilet seat when something stuck him as an idea, and he called the shadow writer, who was in another embarrassing situation, giving birth to sheet of ridicule. With the able management guru he is, the shadow writer had no problems in giving catchy and geeky names (N=1 and R=G), etching together some unimaginable examples, creating anomalies with existing order and spitting strong words.
Managing the Tension
Chapter 7 Dynamic Reconfiguration of Talent
Focus on the Essence of Innovation