Corporate Explorers Transform Disruption Into Opportunity With This Proven Framework
Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from inside even the largest organizations.
Corporate Explorers are part entrepreneurs, using innovation disciplines to jump start cutting-edge ideas, and part change leaders, capable of creating support for investment. They see that corporations already own the ideas, resources, and-critically-the talent to build new ventures. Companies like Amazon, Microsoft, Bosch, LexisNexis, and Analog Devices enable managers to put these assets to use and gain an upper hand over startups that threaten to disrupt them.
Corporate Explorer is a guidebook to the practices that enable these managers to go from idea into action. It demonstrates how success is not only possible but may offer entrenched companies better odds than venture-capital backed startups.
This actionable and proven framework explains how managers can become successful corporate innovators; it includes tools to:
Learn how to apply innovation practices with greater discipline
Turn great ideas into a full-time job as an innovation leader
Experiment with and scale original business models
Transform innovation programs into a thriving source of new business
Attract, retain, and motivate entrepreneurial talent
Energize employees by creating a realistic way to innovate
These lessons come from the trailblazers of corporate innovation-Andrew Binns (Change Logic), Charles O'Reilly (Stanford Graduate School of Business), and Michael Tushman (Harvard Business School)-who have decades of experience helping entrepreneurial-minded executives activate employees to become Corporate Explorers.
Entrepreneurs take notice-it's time for Corporate Explorers to set the pace and chart the course for disruption.
Corporate Explorer - How Corporations Beat Startups At the Innovation Game
Description
Table of Contents
Preface and Acknowledgements
Section 1 - Strategic Ambition
Chapter 1: Innovation Advantage
Beating the Odds
Strategic Ambition
Innovation Disciplines
Ambidextrous Organization
Explore Leadership
Explorer not Entrepreneur
Chapter Summary
Chapter 2: Corporate Explorers in Action
Explorer's insight
Purpose Driven
Investor Support
Manage Uncertainty
Chapter Summary
Chapter 3: Strategic Ambition
Emotion, Logic, Aspiration
License to Explore
Social Movement
Hunting Zones
Manifesto
Chapter Summary
Section 2 - Innovation Disciplines
Chapter 4: Ideation: generating ideas for new ventures
Idea Addiction
Solution Trap
Customer Discovery
High-value Customer Problems
Idea Generation
Chapter Summary
Chapter 5: Incubate - how Corporate Explorers learn through experimentation
Business Experiments
What needs to be true? (Hypothesis)
Run Experiments (Test)
Make sense of your results (Learn)
Run a new experiment (Iterate)
Follow the evidence (Decide)
Chapter Summary
Chapter 6: Scale - assembling the assets to build a new venture
Combining Assets
Customers, Capabilities, Capacity
Scaling Paths
Trigger Points
Chapter Summary
Section 3 - Ambidextrous Organization
Chapter 7: Explore Organization
Structure Options
Focused
Bottom Up
Top Down
Structure Decision
Chapter Summary
Chapter 8: Explore Business System
Integration Teams
Sales Team Integration
Corporate Functions
Resource Allocation
Feedforward Management System
Executive Attention
Chapter Summary
Chapter 9: Risk and Reward for the Corporate Explorer
Motivation puzzle
Venture Model
Shadow Stock
Long Term Incentives
Personal Risk
Corporate Explorers motivation
Chapter Summary
Section 4 - Explore Leadership
Chapter 10: Silent Killers of Exploration
Core Business System
Preserve Professional Identity
Avoid Risk
Optimize for short-term
Maximize Comfort
Hope?
Chapter Summary
Chapter 11: The Double Helix: How Corporate Explorers lead Innovation and Change
Future Organization
Storytellers
Social Network Leader
Insider or Outsider
Reputation manager
Chapter Summary
Chapter 12: Readiness to Act: leadership and scaling a new venture
Competing Commitments
Both/And Leadership
Productive tension
The Mirror
Courage
Passion
Chapter Summary
Appendix: Corporate Explorer Framework
Figures and Tables
Notes
About the Authors
Index
Author Description
About A Binns
ANDREW BINNS is Co-Founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams leading transformational business changes. He is a sought-after speaker and lecturer at companies and business schools.
CHARLES O'REILLY is the Frank E. Buck Professor of Management at Stanford Graduate School of Business and a Co-Founder of Change Logic. He is Co-Director of Leading Change and Organizational Renewal.
MICHAEL TUSHMAN is a Baker Foundation Professor; Paul R Lawrence, MBA Class of 1942 Professor Emeritus; and Charles (Tex) Thornton Chair of the Advanced Management Program (AMP) at the Harvard Business School. He is also Co-Founder of Change Logic.