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Innovation Value Chain (Spanish version)
Hansen, Morten T.; Birkinshaw, JulianArticle HBS-R0706JStrategythe innovation value chain. It comprises the three main phases of innovation (idea generation, conversion, and diffusion) as well as the critical activities performed during those phases (looking for ideas inside your unit; looking for them in other units; looking for them externally; selecting ideas; funding them; and promoting and spreading ideas companywide). Using this framework, managers get an end-to-end view of their innovation efforts. T...Starting at €8.20
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Increase Your Return on Failure
Birkinshaw, Julian; Haas, MartineArticle HBS-R1605G-ELeadership and People ManagementAlthough many companies claim to embrace failure as an integral part of the innovation process, near-zero tolerance for it blocks them from pursuing new ideas. Corporate budgeting, resource allocation, and risk control are all designed to promote predictability and efficiency, and even when people understand that they can and should fail, they do everything possible to avoid missteps. There's a way to resolve this conundrum, however: Increase you...Starting at €8.20
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Beware the Next Big Thing
Birkinshaw, JulianArticle HBS-R1405B-EInnovative management ideas that bubble up in other companies pose a perennial quandary for leaders: Should you attempt to borrow new ideas, and if so, which ones and how? Even the most promising practices can be disastrous if they're transplanted into the wrong company, writes Julian Birkinshaw of London Business School. Broadly speaking, there are two ways to borrow from innovative companies, he argues. The first, observe and apply, is the most...Starting at €8.20
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Make Time for the Work That Matters
Birkinshaw, Julian; Cohen, JordanArticle HBS-R1309K-EMore hours in the day. It's one thing everyone wants, and yet it's impossible to attain. But what if you could free up significant time--maybe as much as 20% of your workday--to focus on the responsibilities that really matter? The authors have spent the past three years studying the productivity of knowledge workers and discovered that they spend, on average, 41% of their time on activities that offer little personal satisfaction and could be ...Starting at €8.20
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How Incumbents Survive and Thrive (Spanish version)
Birkinshaw, JulianArticle HBS-S22011StrategyWhile many believe that technological disruption has been rampant for decades, the internet has actually caused much less creative destruction than people think. An analysis of the Fortune 500 and Global 500, in fact, reveals that most sectors have been surprisingly stable over the past 25 years. Very few firms on those lists today were launched after 1995. What else is misunderstood? The best response to disrupters. The default is to fight back ...Starting at €8.20
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Dedique tiempo al trabajo importante
Birkinshaw, Julian; Cohen, JordanArticle HBS-R1309KKnowledge and CommunicationMás horas en el día. Una cosa es que todo el mundo quiere, y sin embargo es imposible de alcanzar. Pero lo que si podría liberar tiempo significativo - quizás tanto como el 20% de su jornada de trabajo - para centrarse en las responsabilidades que realmente importa? Los autores han pasado los últimos tres años al estudio de la productividad de los trabajadores del conocimiento y descubrió que gastan, en promedio, el 41% de su tiempo en actividade...Starting at €8.20
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Increase Your Return on Failure (Spanish version)
Birkinshaw, Julian; Haas, MartineArticle HBS-R1605GEconomicsAlthough many companies claim to embrace failure as an integral part of the innovation process, near-zero tolerance for it blocks them from pursuing new ideas. Corporate budgeting, resource allocation, and risk control are all designed to promote predictability and efficiency, and even when people understand that they can and should fail, they do everything possible to avoid missteps. There's a way to resolve this conundrum, however: Increase you...Starting at €8.20