Based on research findings and detailed, original cases, this book charts the new innovation imperative, where organizations must deliver on dual goals: an efficient return on current operations, and a burgeoning pipeline of new products. It argues that the two pursuits cannot be achieved through a bland compromise, or by switching priorities back and forth. Only a ‘dual’ organization capable of amplifying the tension can optimize efficiency while seeding innovation. Reinventing Innovation examines the nature of dual organizing, presents a series of in-depth cases to reveal its principles, and explains how to fortify organizations with ‘ambidexterity’ capabilities. Ideal for tertiary students, academics, and practitioners, Reinventing Innovation contains a rich balance of theoretical principles, case insights, and practical guidance.
The inspiration for this timely book is the pressing need for fresh ideas and innovations in U.S. higher education. At the heart of the volume is the realization that higher education must evolve in fundamental ways if it is to respond to changing professional, economic, and technological circumstances, and if it is to successfully reach and prepare a vast population of students—traditional and nontraditional alike—for success in the coming decades. This collection of provocative articles by leading scholars, writers, innovators, and university administrators examines the current higher education environment and its chronic resistance to change; the rise of for-profit universities; the potential future role of community colleges in a significantly revised higher education realm; and the emergence of online learning as a means to reshape teaching and learning and to reach new consumers of higher education. Combining trenchant critiques of current conditions with thought-provoking analyses of possible reforms and new directions, Reinventing Higher Education is an ambitious exploration of possible future directions for revitalized American colleges and universities.
Projects are the engines that drive innovation from idea to commercialization. In fact, the number of projects in most organizations today is expanding while operations is shrinking. Yet, since many companies still focus on operational excellence and efficiency, most projects fail--largely because conventional project management concepts cannot adapt to a dynamic business environment. Moreover, top managers neglect their company's project activity, and line managers treat all their projects alike--as part of operations. Based on an unprecedented study of more than 600 projects in a variety of businesses and organizations around the globe, "Reinventing Project Management" provides a new and highly adaptive model for planning and managing projects to achieve superior business results.
In this essential new text, innovation expert and Dell insider Heather Simmons asks: How did Dell go from one of the most admired companies in the world to a firm whose stock flatlined for the better part of a decade? Reinventing Dell turns Dell's rise, fall, and emergent return into cogent lessons that business leaders can't do without.
Imagine fuel without fear. No climate change. No oil spills, no dead coalminers, no dirty air, no devastated lands, no lost wildlife. No energy poverty. No oil-fed wars, tyrannies, or terrorists. No leaking nuclear wastes or spreading nuclear weapons. Nothing to run out. Nothing to cut off. Nothing to worry about. Just energy abundance, benign and affordable, for all, forever. That richer, fairer, cooler, safer world is possible, practical, even profitable-because saving and replacing fossil fuels now works better and costs no more than buying and burning them. Reinventing Fire shows how business-motivated by profit, supported by civil society, sped by smart policy-can get the US completely off oil and coal by 2050, and later beyond natural gas as well. Authored by a world leader on energy and innovation, the book maps a robust path for integrating real, here-and-now, comprehensive energy solutions in four industries-transportation, buildings, electricity, and manufacturing-melding radically efficient energy use with reliable, secure, renewable energy supplies.Popular in tone and rooted in applied hope, Reinventing Fire shows how smart businesses are creating a potent, global, market-driven, and explosively growing movement to defossilize fuels. It points readers to trillions in savings over the next 40 years, and trillions more in new business opportunities.Whether you care most about national security, or jobs and competitive advantage, or climate and environment, this major contribution by world leaders in energy innovation offers startling innovations will support your values, inspire your support, and transform your sense of possibility.Pragmatic citizens today are more interested in outcomes than motives. Reinventing Fire answers this trans-ideological call. Whether you care most about national security, or jobs and competitive advantage, or climate and environment, its startling innovations will support your values, inspire your support, and transform your sense of possibility.
Your Company Isn't Fast Enough. Here's How to Change That. The traditional hierarchical organization is dead, but what replaces it? Numerous new models--the agile organization, the networked organization, and holacracy, to name a few--have emerged, but leaders need to know what really works. How do you build an organization that is responsive to fast-changing markets? What kind of organization delivers both speed and scale, and how do you lead it? Arthur Yeung and Dave Ulrich provide leaders with a much-needed blueprint for reinventing the organization. Based on their in-depth research at leading Chinese, US, and European firms such as Alibaba, Amazon, DiDi, Facebook, Google, Huawei, Supercell, and Tencent, and drawing from their synthesis of the latest organization research and practice, Yeung and Ulrich explain how to build a new kind of organization (a "market-oriented ecosystem") that responds to changing market opportunities with speed and scale. While other books address individual pieces of the puzzle, Reinventing the Organization offers a practical, integrated, six-step framework and looks at all the decisions leaders need to make--choosing the right strategies, capabilities, structure, culture, management tools, and leadership--to deliver radically greater value in fast-moving markets. For any leader eager to build a stronger, more responsive organization and for all those in HR, organizational development, and consulting who will shape and deliver it, this book provides a much-needed roadmap for reinvention.
Rethink how your organization creates, delivers, and captures value--or risk becoming irrelevant. If you read nothing else on business model innovation, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you reach new customers and stay ahead of your competitors by reinventing your business model. This book will inspire you to: Assess whether your core business model is going strong or running out of gas Fend off free and discount entrants to your market Reinvigorate growth by adding a second business model Adopt the practices of lean startups Develop a platform around your key products Make business model innovation an ongoing discipline within your organization This collection of articles includes "Why Business Models Matter," by Joan Magretta; "Reinventing Your Business Model," by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann; "When Your Business Model Is in Trouble," an interview with Rita Gunther McGrath by Sarah Cliffe; "Four Paths to Business Model Innovation," by Karan Girotra and Serguei Netessine; "The Transformative Business Model," by Stelios Kavadias, Kostas Ladas, and Christoph Loch; "Competing Against Free," by David J. Bryce, Jeffrey H. Dyer, and Nile W. Hatch; "Why the Lean Start-Up Changes Everything," by Steve Blank; "Finding the Platform in Your Product," by Andrei Hagiu and Elizabeth J. Altman; "Pipelines, Platforms, and the New Rules of Strategy," by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary; "When One Business Model Isn't Enough," by Ramon Casadesus-Masanell and Jorge Tarzijan; and "Reaching the Rich World's Poorest Consumers," by Muhammad Yunus, Frederic Dalsace, David Menasce, and Benedicte Faivre-Tavignot. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.
A step-by-step guide to the 10 essential and practical skills a business needs to innovate and thrive in uncertain times The reinvented world of business will profoundly impact America's leaders and workers in the decade ahead. Companies capable of transforming their organizations during this period of "Great Disruption" will thrive in the reinvented world however, the reverse holds true as well. Innovation in a Reinvented World reveals how transformation occurs when business leaders and their organizations apply these 10 Essential Elements, providing both a road map and definitive blueprint for companies of any size looking to bridge the old world with the new world of business. Discusses the "new courage" required for innovating in a reinvented world Looks at 10 Essential Elements winning companies count on today Innovation in a Reinvented World helps executives and leadership teams navigate and manage their organizations' inflection points in designing, building, and sustaining innovation—even through the post-recession playing field.
In the US, there is a wide-ranging network of at least 370 food banks, and more than 60,000 hunger-relief organizations such as food pantries and meal programs. These groups provide billions of meals a year to people in need. And yet hunger still affects one in nine Americans. What are we doing wrong? In Reinventing Food Banks and Pantries, Katie Martin argues that if handing out more and more food was the answer, we would have solved the problem of hunger decades ago. Martin instead presents a new model for charitable food, one where success is measured not by pounds of food distributed but by lives changed. The key is to focus on the root causes of hunger. When we shift our attention to strategies that build empathy, equity, and political will, we can implement real solutions. Martin shares those solutions in a warm, engaging style, with simple steps that anyone working or volunteering at a food bank or pantry can take today. Some are short-term strategies to create a more dignified experience for food pantry clients: providing client choice, where individuals select their own food, or redesigning a waiting room with better seating and a designated greeter. Some are longer-term: increasing the supply of healthy food, offering job training programs, or connecting clients to other social services. And some are big picture: joining the fight for living wages and a stronger social safety net. These strategies are illustrated through inspiring success stories and backed up by scientific research. Throughout, readers will find a wealth of proven ideas to make their charitable food organizations more empathetic and more effective. As Martin writes, it takes more than food to end hunger. Picking up this insightful, lively book is a great first step.
Participatory Budgeting—the experiment in democracy that could redefine how public budgets are decided in the United States. Democracy Reinvented is the first comprehensive academic treatment of participatory budgeting in the United States, situating it within a broader trend of civic technology and innovation. This global phenomenon, which has been called "revolutionary civics in action" by the New York Times, started in Brazil in 1989 but came to America only in 2009. Participatory budgeting empowers citizens to identify community needs, work with elected officials to craft budget proposals, and vote on how to spend public funds. Democracy Reinvented places participatory budgeting within the larger discussion of the health of U.S. democracy and focuses on the enabling political and institutional conditions. Author and former White House policy adviser Hollie Russon Gilman presents theoretical insights, indepth case studies, and interviews to offer a compelling alternative to the current citizen disaffection and mistrust of government. She offers policy recommendations on how to tap online tools and other technological and civic innovations to promote more inclusive governance. While most literature tends to focus on institutional changes without solutions, this book suggests practical ways to empower citizens to become change agents. Reinvesting in Democracy also includes a discussion on the challenges and opportunities that come with using digital tools to re-engage citizens in governance.
