Science— at least in this one instance— truly is making a difference in the practice of management. The ultimate significance of The Innovator's Manifesto will be. The brand innovation manifesto: how to build brands, redefine markets, and defy .. The first section of this book sets out my theory of brand innovation in. INNOVATOR'S. MANIFESTO. Deliberate Disruption for Transformational Growth. Michael E. Raynor. CROWN. BUSINESS. NEW YORK.
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funded by the Economic and Social Research Council. The 'Innovation, Sustainability, Development: A New. Manifesto' project has drawn on contributions from. The Innovator's Manifesto: Deliberate Disruption for Transformational Growth [ Michael Raynor] on seostinicousma.cf *FREE* shipping on qualifying offers. The days of the image brands are over, and 'new marketing' has gone mainstream. The world's biggest companies are pursuing a.
In an increasingly flat world, where knowledge advantages are fleeting, organizations must find ways of inspiring individuals to willingly contribute the gifts of their initiative, imagination and passion every day. Heightened Accountability.
In an age where executives are widely perceived as selfish and irresponsible, and where the social impact of every business decision gets rapidly dissected on the web, organizations need to be driven by an acute sense of their social obligations. Here's the problem: Management 1. As a result within just about every organization there are management processes and values that Reflexively perpetuate the past while discouraging pre-emptive change.
Deify conformance and alignment while paying only lip service to innovation and experimentation. Demand obedience but do little to encourage extraordinary contribution. Honor the demands of some stakeholders while dismissing the interests of others. Changing this will require a fundamental reassessment of a century's-worth of management theory and practice.
In addition to these new imperatives, organizations are also confronted with a seismic shift in workplace expectations — a shift that heralds a fundamental realignment in the relationship between the individual and the institution. New Expectations The generation now coming of age is the first to have grown up on the Web. For them, the Internet isn't a tool, it's the operating system for everyday life — and it has profoundly shaped their expectations about work, power and collaboration.
Those beliefs are defining the agenda for all leaders and organizations: All ideas should compete on an equal footing. On the Web, every idea has the chance to gain a following or not — and no one has the power to kill a subversive idea or squelch an embarrassing debate.
Ideas gain traction based on their merits, rather than on the political power of their sponsors.
Contribution should count for more than credentials. When someone posts a video on YouTube, no one asks if they went to film school. When someone writes a blog, no one asks if they have a journalism degree. None of the traditional status differentiators — position, title, academic degrees — carries much weight on the Web.
It's what you contribute that counts, not your resume. Hierarchies should be built bottom-up rather than top-down.
Every netizen knows that online some individuals command more respect and attention than others—and have more influence as a result. But they also know these individuals weren't appointed by some superior authority.
They earned the approbation of their peers through service to the community. On the Web, authority trickles up, not down.
Tasks should be chosen rather than assigned. The Web is an opt-in economy. Whether contributing to a blog, working on an open source project, or sharing advice in a forum, people choose to work on the things that interest them. Everyone is a free agent.
European Manifesto on Supporting Innovation for Cultural & Creative Sectors
These beliefs won't easily be surrendered. That's why the millennials will migrate to organizations that embody these post-bureaucratic sensibilities — and it's why organizations that cling to their legacy management practices will be at a serious disadvantage in attracting talent.
New Possibilities Here's the good news. Not only has the Web transformed expectations about work, it has also created new ways of mobilizing and coordinating human beings. Before the Internet, we had only two choices when confronted with the challenge of animating and aggregating human effort — create a market or build a bureaucracy. While markets are great at unleashing initiative and passion — picture the frenzied madness of a Wall Street trading floor — they're not very good at complex coordination tasks.
A market will never build a jumbo jet or a corporate IT system. Bureaucracies, on the other hand, are great at coordinating complex activities, but in doing so, they sacrifice initiative and creativity on the altar of conformance and control. Now, thanks to the power of the Web, there is a third option — the distributed network.
The Internet has spawned a Cambrian explosion of new organizational life forms — including Wikipedia, Intrade, Digg, Facebook, Innocentive, Topcoder, Twitter and more than , open innovation projects. The fast-evolving social technologies of the Web — blogs, mash-ups, online forums, crowdsourcing, folksonomies and wikis — are extending the range of human creativity and collaboration in ways that would have been unimaginable a decade ago.
On the Web, we observes amazing feats of management that require little or no management oversight. We finds complex organizations that thrive with little or no organizational structure. This raises the hope that, with a little imagination, it may finally be possible to overcome the troublesome trade-offs that have bedeviled management theorists and practitioners since the pyramids were built.
For the first time in human history it may be possible to coordinate complex activities without incurring the response lags and political frictions that come with centralization. It may be possible to build highly efficient organizations without turning human beings into automatons, to get discipline where it's required without cinching people into a straitjacket of rules and procedures, to reap the benefits of specialization without building silos and fiefdoms, to be focused without becoming myopic, and to do things at scale without becoming inflexible.
To achieve this promise, we'll have to do more than apply a thin veneer of social networking technology over our tradition-encrusted management structures. It's well written and is full of interesting facts and anecdotes. It does provide useful help and advice to someone looking to innovate or drive a more innovative program in their business. In man ways it's one of the better, more readable books in the genre but only if you get to it first.
I've read a lot of these recently and they start to say the same thing and I felt this fell into that category. So had I read it before the others I'd be saying brilliant book, easy to read, useful and worth the money.
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This is a Good book, more of a study on how to predict if a particular company will succeed or fail. This book is so easy to read, that I found it hard to believe it was written by Michael ;- Seriously, one of the best books on innovation and strategy that have been written so far: Book could be summarized in one small chart early in the book.
Still worth it for that chart. In "The Innovator's Manifesto," Author Michael Raynor builds upon his previous body of work on innovation and upon groundbreaking research done at Intel to give us an empirical way to improve predictive accuracy and survival rates for early stage business models.
The difference between Raynor and the conventional mindset is a shift from relying on intuitive pattern-recognition and that of a company's commercialization team to the application of Disruption, following explicit rules observed and presented by the author. Extensive data, analyses, and case studies retrospective and prospective are presented to bolster "The Innovator's Manifesto," but may not be satisfying to all.
As with Clayton Christensen's "Innovator's Dilemma," I found this book to be another "ah ha" experience as Raynor captures and provides structure to a process I have used for years when evaluating young companies, a process that was learned not taught.
Now, others will be able to apply what took me years to learn without any lengthy apprenticeship or black magic, and dramatically increase their odds of success by applying Raynor's rules-based approach correctly.
Raynor admits that Disruption often turns on luck but it does so within certain "laws," and "for those who understand those laws, it is possible to influence materially, when and how much luck will strike Raynor's starting point is Clayton Christensen's 'The Innovator's Dilemma' which describes how new entrants eg. Raynor points out that when new entrants attacked successful incumbents using incumbents' models and technology, they tended to fail. Incumbents' disruptions typically succeeded only when the ventures launching them are highly autonomous and able to design planning, control, etc.
The remainder of 'The Innovator's Manifesto' elaborates with important details. Most new businesses fail, even when their products seem rich with possibilities.
You can't really predict which companies will succeed or explain why the failures die, or at least you couldn't without this genuinely exciting book. Management consultant Michael E. Raynor offers a theoretical framework - the "Disruption Theory" - that will help you improve your predictions about which businesses will work and which will not. This theory explains how innovative offerings can dislodge leading standards.
The Innovator’s Manifesto
Raynor previously collaborated with disruption theory's originator, Clayton M. Christensen, with whom he co-wrote The Innovator's Solution.
Raynor's approach isn't flawless, and his writing is a bit clunky, but his content is very useful. He explains why you want to understand the theory of disruption, how you can benefit from applying it, and how empirical evidence - a rare asset for a business theory - supports its ideas. See all 15 reviews. Customers who viewed this item also viewed. The Lean Startup: Eric Ries.
The Innovator's Method: Bringing the Lean Start-up into Your Organization. Pages with related products. See and discover other items: There's a problem loading this menu right now.
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Read more Read less. The aim of the workshop, which involved experts from academia and policy, was to formulate a broad understanding of RRI that could be used to inform specific policy recommendations to be implemented throughout the EU. Enter your email address below and we will send you your username.
The first question was answered by de-skilling and routinizing work; and the second by developing reporting and accountability relationships that maximized control and minimized deviations from plan.
The fast-evolving social technologies of the Web — blogs, mash-ups, online forums, crowdsourcing, folksonomies and wikis — are extending the range of human creativity and collaboration in ways that would have been unimaginable a decade ago. In fact, Raynor argues that Disruption theory is the only theory which has been statistically proven to be an effective predictive tool.
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