000			03535cam a2200385Mi 4500
001			on1015882855
003			OCoLC
005			20240726105211.0
008			171223s2017 mau o 000 0 eng d
040			_aEBLCP _beng _epn _erda _cEBLCP _dMERUC _dIDB _dYDX _dGGC _dOCLCF _dNT _dOCLCQ
020			_a9781633691698 _q((electronic)l(electronic)ctronic)
050	0	4	_aHD45 _b.P694 2017
049			_aMAIN
100	1		_aRobertson, David. _e1
245	1	0	_aThe Power of Little Ideas : _ba Low-Risk, High-Reward Approach to Innovation. _c
260			_aBoston : _bHarvard Business Review Press, _c(c)2017.
300			_a1 online resource (253 pages)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
505	0	0	_aPreface: seeing innovation differently -- _tHow little innovations produce big results -- _tLEGO and Apple Computer: masters of the third way -- _tThe four decisions and why they're difficult -- _tDecision 1: What is your key product? -- _tDecision 2: What is your business promise? -- _tDecision 3: How will you innovate? -- _tDecision 4: How will you deliver your innovations? -- _tLessons from an American icon.
520	0		_aConventional wisdom today says that to survive, companies must move beyond incremental, sustaining innovation and invest in some form of radical innovation. "Disrupt yourself or be disrupted!" is the relentless message company leaders hear. The Power of Little Ideas argues there's a "third way" that is neither sustaining nor disruptive. This low-risk, high-reward strategy is an approach to innovation that all company leaders should understand so that they recognize it when their competitors practice it, and apply it when it will give them a competitive advantage. This distinctive approach has three key elements: It consists of creating a family of complementary innovations around a product or service, all of which work together to make that product more appealing and competitive. The complementary innovations work together as a system to carry out a single strategy or purpose. Crucially, unlike disruptive or radical innovation, innovating around a key product does not change the central product in any fundamental way. In this powerful, practical book, Wharton professor David Robertson illustrates how many well-known companies, including CarMax, GoPro, LEGO, Gatorade, Disney, USAA, Novo Nordisk, and many others, used this approach to stave off competitive threats and achieve great success. He outlines the organizational practices that unintentionally torpedo this approach to innovation in many companies and shows how organizations can overcome those challenges. Aimed at leaders seeking strategies for sustained innovation, and at the quickly growing numbers of managers involved with creating new products, The Power of Little Ideas provides a logical, organic, and enduring third way to innovate.-- _cProvided by publisher.
530			_a2 _ub
650		0	_aTechnological innovations.
650		0	_aNew products.
650		0	_aManagement.
655		1	_aElectronic Books.
700	1		_aLineback, Kent.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1798541&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hHD _m2017 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c92379 _d92379
902			_a1 _bCynthia Snell _c1 _dCynthia Snell