Andere Kunden interessierten sich auch für
![Innovation Driving Product, Process, and Market Change]( "Innovation Driving Product, Process, and Market Change")
Innovation Driving Product, Process, and Market Change21,99 €![Innovation the NASA Way: Harnessing the Power of Your Organization for Breakthrough Success]( "Innovation the NASA Way: Harnessing the Power of Your Organization for Breakthrough Success")
Innovation the NASA Way: Harnessing the Power of Your Organization for Breakthrough Success38,99 €![Winning at Innovation]( "Winning at Innovation")
Winning at Innovation21,99 €![Evaluating Intelligent Transportation Systems: A Cost-Benefit Approach]( "Evaluating Intelligent Transportation Systems: A Cost-Benefit Approach")
Evaluating Intelligent Transportation Systems: A Cost-Benefit Approach32,99 €![Collaborative Leadership and Innovation]( "Collaborative Leadership and Innovation")
Collaborative Leadership and Innovation194,99 €![Sustainability, Technology and Innovation 4.0]( "Sustainability, Technology and Innovation 4.0")
Sustainability, Technology and Innovation 4.0198,99 €![Red Thread Thinking: Weaving Together Connections for Brilliant Ideas and Profitable Innovation]( "Red Thread Thinking: Weaving Together Connections for Brilliant Ideas and Profitable Innovation")
Red Thread Thinking: Weaving Together Connections for Brilliant Ideas and Profitable Innovation28,99 €
"This book quantifies best practices for developing innovative products cost-effectively. Analyses of dozens of studies show how managing the work of people collaborating in parallel creates products faster, cheaper, and better in any organization. Concurrent systems deploy four kinds of practice simultaneously to synergistically achieve high performance: Strategy, Process, Organization, and Tools/Technologies (SPOT). Appendices in every chapter enable stakeholders to benchmark their practices against Best-in-Class standards and identify gaps. A "Big Bang" index prioritizes practices for improvement. Managers and stakeholders collaborate in building a "should be" vision of value development by closing gaps in their "as is" system. Leaders distribute responsibility to cross-functional stakeholders for deploying best practices to improve performance. Case studies highlight how dozens of enterprises successfully implemented SPOT practices to improve their performance. A transformation assurance process (TAP) provides tactics for champions to co-lead a five-step change journey: (1) Envisioning, (2) Diagnosing, (3) Assessing, (4) Implementing, and (5) Improving"--