Paperback: 240 pages
Publisher: Harvard University Press (April 15, 2006)
Language: English
ISBN-10: 0674019946
ISBN-13: 978-0674019942
Product Dimensions: 5 x 0.7 x 8.2 inches
Shipping Weight: 7.2 ounces (View shipping rates and policies)
Average Customer Review: 4.4 out of 5 stars See all reviews (5 customer reviews)
Best Sellers Rank: #998,428 in Books (See Top 100 in Books) #45 in Books > Business & Money > Economics > Commercial Policy #2066 in Books > Business & Money > Skills > Decision Making #2500 in Books > Business & Money > Management & Leadership > Decision-Making & Problem Solving
Innovative ideas need space to germinate, grow, and develop intocomplete products. The nature of this space, how it can be created,and how to steer it are the topics of this book. The authors basetheir arguments on studies of companies from various industries thatwere either introducing new products to markets where they had nofoothold, or trying to stay ahead of the competition by continuousinnovation. It is very interesting to see how seemingly disparateindustries such as fashion, medical imaging or home lighting facesimilar issues when they have to connect different departments withinthe same organization or interface with other companies forinformation exchange. While Motorola has to balance the gung hoattitude of radio operators with the more reliability-oriented approachof telephone network operators, Levi's has to cooperate with stonewashing laundries and share techniques that differentiates them fromthe other jean manufacturers.The authors point out that the way product and manufacturing design isformulated and studied in the literature and in companies is throughthe problem-solving perspective. Design is treated as a problem to besolved, whereby an analysis is performed to split the problem intoparts, which are then delegated to people with suitable expertise. Thespecific insight of the authors is that the analytic approach isneither accurate, in that it's not what really happens, norpreferrable if innovation is to be a focus. It's not accurate, becausethere is something preceding the analysis step. As one executiveremarks, "by the time I see the parts, I already have theanswer".
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