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Taking Action: Making Innovation Pay
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2830BC-EStrategyIf you are committed to improving your company's payback from innovation, this chapter provides some specific and practical steps you can take to get started on the journey.Starting at €8.20
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Aligning: Fundamental to Achieving Payback
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2826BC-EStrategyThis chapter focuses on the importance of aligning the various organizational units, disciplines, activities, structures, and processes around driving innovation and creating payback.Starting at €8.20
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Leading: Fundamental to Achieving Payback
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2827BC-EStrategyInnovation requires a unique type of leadership. In this chapter, the authors discuss the main areas in which the innovation leader must make key decisions in order to ensure payback.Starting at €8.20
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Overview: Making Innovation Pay
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2819BC-EStrategyFor almost every company, the greatest challenge of innovation is not a lack of ideas but rather, successfully managing innovation so that it delivers the required payback, or return on the company's investment of money, time, and people. This chapter introduces the concept of payback and summarizes three innovation business models and what it takes to align and lead for payback.Starting at €8.20
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Cash and Cash Traps: Making Innovation Pay
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2820BC-EStrategyThis chapter discusses the paramount importance of cash payback and the key factors that affect it, introducing a tool that helps executives visualize, discuss, analyze, improve, and set goals for payback.Starting at €8.20
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Indirect Benefits of Innovation: Making Innovation Pay
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2821BC-EStrategyPayback from innovation means cash, but innovation also delivers other noncash benefits that can be valuable when they have the potential to lead to cash with some certainty. This chapter examines these benefits.Starting at €8.20
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Integrator: Choosing the Optimal Business Model for Innovation
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2822BC-EStrategyThe choice of business model can have a dramatic effect on a company's ability to successfully achieve payback with a new product or service. In this chapter, the authors look at companies that have chosen integration, "doing it all themselves" in order to retain maximum control over the innovation process and to keep the majority of the payback.Starting at €8.20
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Orchestrator: Choosing the Optimal Business Model for Innovation
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2824BC-EStrategyThe choice of business model can have a dramatic effect on a company's ability to successfully achieve payback with a new product or service. This chapter examines the popular model of innovation collaboration or orchestration, in which risk and payback are shared among partners.Starting at €8.20
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Licensor: Choosing the Optimal Business Model for Innovation
Andrew, James P.; Sirkin, Harold L.; Butman, JohnBook Chapter HBS-2825BC-EStrategyThe choice of business model can have a dramatic effect on a company's ability to successfully achieve payback with a new product or service. This chapter shows how more and more companies are choosing licensing to achieve payback on their ideas and intellectual assets without having to make an investment in commercialization or realization.Starting at €8.20