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Innovation that Fits: Moving Beyond the Fads to Choose the RIGHT Innovation Strategy for Your Business

Innovation that Fits: Moving Beyond the Fads to Choose the RIGHT Innovation Strategy for Your Business

By: Jeffrey Wager (author), Donald Debethizy (author), Michael Lord (author)Hardback

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Innovation is more urgently necessary than it's ever been. Now, three leading experts on commercializing innovation systematically sort through the wreckage of yesterday's strategies, learning lessons and identifying ideas worth preserving and adapting. To prepare this book, the authors thoroughly examined the record of more than 250 innovation programs from organizations of widely differing sizes and industries, from 1998 through 2003. Based on this unprecedented research, they reveal the right time to use each innovation 'arrow', how to account for contingencies and risks; and how to focus on core innovation challenges -- not just superficial symptoms. Along the way, the authors define a focused, integrated model for innovation: one that is more nuanced and complex, but also better-grounded, more durable, and far more effective.

About Author

Michael Lord is Director of the Flow Institute and Associate Professor of Strategy and International Business at Wake Forest University, where he teaches strategy and entrepreneurship in the full-time and executive MBA programs at the Babcock Graduate School of Management. Dr. Lord's research and consulting work focuses on new venture creation, high-tech acquisitions and spinouts, and global venturing. His work on innovation has been featured in a variety of academic and practitioner outlets, including the Harvard Business Review, and he serves as an advisor on innovation strategy to a diverse group of companies, both large and small.Donald deBethizy is founder, president, and chief executive officer of Targacept, Inc. Using new computational drug discovery technologies and focusing on novel biological targets, Targacept is developing therapies for numerous central nervous system disorders such as ADHD, Alzheimer's, anxiety, depression, and pain. Targacept was spun out of R.J. Reynolds Tobacco in 2000, raising record levels of first- and second-round venture financing along the way. For his leadership in founding Targacept, Ernst & Young recognized Dr. deBethizy as an "Emerging Entrepreneur of the Year" in 2002.Jeffrey Wager is founder and managing member of CPP Advisors, an innovation-focused advisory and consulting firm. CPP structures and facilitates strategic transactions to support clients' innovation commercialization needs, including venture investments, licensing deals, partnerships, M&A, and spinouts. Dr. Wager's advisory and consulting practice focuses on the life sciences and spans the U.S., Europe, and Japan. Previously, he led due diligence and investment management activities for leading venture firms in the U.S. and Japan. Dr. Wager continues to serve as an advisor or board member for many of the organizations he has advised or helped found. (c) Copyright Pearson Education. All rights reserved.


Acknowledgments.About the Authors.1. Making Sense of Innovation Fads and Fashions. Innovation Excitement, Then Disillusionment Reconsidering Innovations in Innovation Bringing Silicon Valley Inside Spinnovation Virtual Reality: Patenting, IP, and "Asset-Lite" Shared Creation If You Can't Build It, Buy It Mixed Results: What Exactly Is It? The Allure of Innovations in Innovation Background and Overview2. Corporate Venturing: Best of Both Worlds or Venturing Too Far? Breaking the Old Molds The Disappointing Record of Corporate Ventures The Consummate Corporate Venture Capitalist Core Problems with Corporate Venturing Can You Be Too Free? Diverging Approaches Toward Cars of the Future An Established Operating Company Is Not a VC Portfolio More Mature CVC Approaches The Need for Core Venturing3. The Virtual Asset-Lite Model: Intellectual Property Licensing. The Old Economy: Real Companies, Real Products Intellectual Property Rules IBM = IPM (Intellectual Property Management) The "Knowing" and "Doing" Connection The Secret of Life (Patent Pending) Itself If You're So Smart, Why Aren't You Rich? Limitations of the IP-Centric Model Size Matters: Scaling Intellectual Property IP as a Beginning, Not the End Turning Licensing Inside-Out The Ins and Outs of In-Licensing The Ambiguity of Intangibles In-Licensing: Hollowing Out the Core? Bottom Line: How Real Is the IP Revolution? The Future of Innovation as IP Licensing4. Innovation by Alliance: Reconsidering Innovation Collaboration. The Perils of Partnering Collaborating to Compete Consortium Dysfunctions The Attraction of Open Innovation Collaboration The Elusive Symbiosis of Innovation Alliances Joint Venturing Lessons Learned Toward More Focused Innovation Alliances Pursuing Direct, Active, Engaged Partnerships Avoiding Joint Problems5. R&D by M&A: Innovation by Acquisition. Why the Acquisition Boom? Cisco the Serial Acquirer Changing R&D Paradigms Need for Speed, Technology, and Talent The Deal-Making Denouement Hangover from an R&D M&A Binge Talented Competition: Palm Versus Handspring Buying Innovation Still Can Be a Good Deal A Durable Part of a Core Innovation Strategy Limits of Innovation by Acquisition6. Spinnovation: Liberating Value or Spinning Out of Control? Liberating Innovation? Spinning Out of Control How Not to Spin The Umbilical-Cord Spinout Navigating a Spinout Employing Spin Control A Tale of Online Travel Agents The Right Spin7. Conclusion: Toward a New Model for Innovation. Core Complexity Transforming the Core: Internalizing Radical Innovation Fueling Core Innovation from Inside and Outside Importance of Portfolio and ProcessEndnotes.Index.

Product Details

  • ISBN13: 9780131438200
  • Format: Hardback
  • Number Of Pages: 264
  • ID: 9780131438200
  • weight: 390
  • ISBN10: 0131438204

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