Andrew Binns, Eugene Ivanov

Corporate Explorer Fieldbook

How to Build New Ventures In Established Companies
Mitarbeit:Tushman, Michael

• Broschiertes Buch

Produktbeschreibung

Build an innovative new startup using the resources of an existing corporation

The Corporate Explorer Fieldbook: How to Build New Ventures in Established Companies is a one-of-a-kind collection of the tools, methodologies, and techniques you need to build successful, market-ready ventures from within existing organizations. The accomplished authors explain how to develop a practical strategy, gather market insights, develop a Jobs-To-Be-Done market canvas, collect customer research, reduce organizational risk, and more.

You'll learn how to beat the odds when introducing a new product or service into the marketplace and how to select, develop, and compensate the right people in your company to act as corporate explorers. Finally, the book explains how to secure authentic and enthusiastic buy-in for your new venture at the executive level.

The Corporate Explorer Fieldbook will also teach you to:
_ Conduct micro-experiments to distinguish legitimate business opportunities from ideas that lack traction
_ Perform customer discovery interviews for ideating, incubating, and scaling ideas
_ Generate breakthrough ideas from within large companies

An indispensable companion to the newly published Corporate Explorer: How to Build New Ventures in Established Companies, the Corporate Explorer Fieldbook is a must-read, step-by-step guide for corporate entrepreneurs seeking to launch new ventures from within their existing organizations.

---

Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• Verlag: Wiley / Wiley & Sons
• Artikelnr. des Verlages: 1W394159220
• 1. Auflage
• Seitenzahl: 272
• Erscheinungstermin: 29. August 2023
• Englisch
• Abmessung: 233mm x 185mm x 16mm
• Gewicht: 494g
• ISBN-13: 9781394159222
• ISBN-10: 1394159226
• Artikelnr.: 64522406

Autorenporträt

ANDREW BINNS is an advisor to business leaders on innovation and change. He is a director of Change Logic, a strategic innovation consultancy, and an award-winning author and speaker. EUGENE IVANOV, PhD, is a former research scientist who specializes in helping organizations use open innovation to solve complex technical and business problems.

Inhaltsangabe

Preface and Acknowledgments xiii
Corporate Exploration: Insights From the Field xv
Michael Tushman
Section I: Strategic Ambition 1
Chapter 1 Strategy Manifesto: Answering the Big "Why" 3
Andrew Binns and Andreas Brandstetter
A Problem with Strategy Plans 3
Components of a Strategy Manifesto 4
Creating a Strategy Manifesto 8
Influencer Approach 9
Application Case Study: UNIQA 3.0 Strategic Manifesto 10
Chapter 2 Hunting Zones: Selecting Where to Explore 13
Andrew Binns
Hunting Zone 13
Bounded Diversity 13
Defining Hunting Zones 14
Application Case Study: AGC 20
Chapter 3 Outside- In: Overcoming Toxic Assumptions with Market Insight 23
Narendra Laljani
Challenging Toxic Assumptions 24
Going Beyond Customer- Led 26
Learn Faster 29
Application Case Study: The Cigna Story 30
Chapter 4 Jobs- to- be- Done: Defining a Market by Customer Outcome 33
Tony Ulwick
Market Definition 33
How Should a Market Be Defined? 34
Jobs- to- be- Done Market Definition Canvas 35
Application Case Study: Wearable Sleep-Stage Detection, by Ted Thayer 39
Chapter 5 From Explorer's Insight to Opportunity Story 41
George Glackin
Starting Point 41
Explorer's Insight 41
Opportunity Screener 42
Opportunity Story 45
Application Case Study: Cherrisk 48
Section II: Innovation Disciplines 51
Chapter 6 Ideation from Within: How to Generate Breakthrough Ideas from
Within Large Corporations 53
Kaihan Krippendorff
Ideation 53
Ideas 53
Imagine 55
Dissect 56
Expand 56
Analyze 57
Overcoming Barriers 59
Application Case Study: A Global Media and Entertainment Company 60
Chapter 7 Ideation from Outside: A Step- by- Step Guide to Challenge-
Driven Innovation
Bea Schofield and Simon Hill 63
Opportunity for Explorers 63
Networked Problem Solving 63
Open Ideation's Unique Potential 64
Challenge- Driven Innovation 65
Five Traits of a "Good" Challenge 66
Basics of the CDI Process 67
Ideas Matter 72
Application Case Study: UK Ministry of Defence Challenge-Driven Innovation,
by Stuart Laws 72
Chapter 8 Business Model Maturity: Using Customer Evidence to Validate New
Ventures 75
Michael Nichols and Uwe Kirschner
Customer First 75
Maturity Gap 76
Closing the Maturity Gap with Evidence 77
Indicators of Business Model Maturity 78
Assessing the Maturity Gap 81
Application Case Study: Bosch Accelerator Program 83
Chapter 9 Get Out of the Building: How to Gather Customer Discovery Data
with Interviews 85
Vanessa Ceia and Sara Carvalho
Outside- In Logic 85
Talking to Customers 86
Customer Interviews for Ideating, Incubating, and Scaling 86
Dos and Don'ts of Customer Interviews 90
Application Case Study: Pay-As-You-Own Water Heaters In Kenya 93
Chapter 10 Value Propositions: Using Value Flows and Design Criteria Maps
to Create Customer Delight 97
George Glackin
Insight to Delight 97
Creating Value Flow and Design Criteria Map 98
Application Case Study: P&G's Swiffer 102
Chapter 11 Business Experiments: De- risking Execution Spend Through
Experiments 105
Sarah Spoto and Vincent Ducret
Instinct or Data 105
De- risking Innovation 106
Structured Learning Cycles 106
Application Case Study: Building the Durant Guild Platform at General
Motors 113
Chapter 12 Ecosystems: Building an Ecosystem Playbook for Scaling a New
Venture 117
Christine Griffin and John Greco
Co- innovation 117
Building the Ecosystem Playbook 118
Key Success Factors 127
Application Case Study: Navigating a Complex Healthcare Ecosystem 127
Chapter 13 Validation: Managing the Journey from Concept to Scale 131
Ellie Amirnasr and Charles Vaillant
Hunter Strategy 131
Venture Maturity 132
Growth Validation Process for Corporate Ventures 133
Application Case Study: Intelligent Clean Air Management Solution for
Commercial Buildings 139
Section III: Explore Organization and Leadership 143
Chapter 14 Ambidextrous Organization: What It Is, When to Use It 145
Michael Tushman and Charles O'Reilly
Separating Explore from Core 145
Ambidextrous Organization Decision 146
Four Success Factors 149
Application Case Study: Ambidextrous Organization at AGC 153
Chapter 15 Explore Unit: How to Build a Team for Exploration 157
Christine Griffin, Erich Kruschitz, and Andrew Binns
Rhythm of Explore 157
Purpose 158
Resource Allocation 158
Decision Making 160
Team 161
Operating Model 163
Application Case Study: SanusX 164
Chapter 16 Strategic Diversity: Selecting and Developing Corporate
Exploration Teams 171
Richard Robertson
Explore Teams 171
Strategic Diversity 172
Growth Curves 172
Human Behavior 174
Implications for Corporate Explorers 176
Application Case Study: Changing Horses Midstream 177
Chapter 17 Leading High- Stakes Conversations: Getting the Senior Team
Onboard 181
Alexander Pett and Kristin von Donop
Senior Team Commitment 181
Value of Tension 182
Create: Getting the Conversation into the Zone of Productive Tension 184
Control: Keeping the Conversation in the Zone of Productive Tension 185
Closing Tension 187
Productive Tension Techniques 188
Application Case Study: Story of an international energy company told by
the CTO 190
Chapter 18 Leadership Movement: Enrolling Others in the Work of
Transformation 193
Kristin von Donop and Yaniv Garty
Explorer as Change Agent 193
Build a Movement 193
Enroll Membership 194
Engaging Community 195
Embrace Resistance 197
Trigger a Herd Instinct 199
Application Case Study: Intel Wireless Communication Services 2013 199
Chapter 19 Organizational Culture: The Silent Killer of Exploration 203
Charles A. O'reilly iii
Culture and Culture Change 204
Creating and Changing Culture 204
Using the LEASH Model: Culture Change at Microsoft 207
Conclusion 209
Implications 211
Appendix: Frameworks 213
List of Figures and Tables 223
Notes 227
About the Authors 233
Index 239