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Auteur Osborne, Larry W.
(1952-)
Documents disponibles écrits par cet auteur (3)
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100048725
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BV 4501.3 .O825 2012 |
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| Titre : |
Innovation's dirty little secret : why serial innovators succeed where others fail |
| Type de document : |
texte imprimé |
| Auteurs : |
Osborne, Larry W. (1952-), Auteur |
| Editeur : |
Grand Rapids, Michigan [United States] : Zondervan |
| Année de publication : |
c2013 |
| Collection : |
Leadership network innovation series |
| Importance : |
174 p. |
| Format : |
22 cm |
| ISBN/ISSN/EAN : |
978-0-310-49450-8 |
| Note générale : |
Includes bibliographical references. |
| Langues : |
Anglais (eng) |
| Catégories : |
Creative ability in business. Leadership.
|
| Index. décimale : |
HD 53 |
| Note de contenu : |
Part 1. Have an exit strategy. Most innovations fail : the one thing leadership gurus will never tell you --
Unconscious competents : why you shouldn't trust everything innovators tell you about innovation --
It's all between the ears : how to recognize a serial innovator --
Exit strategies : why your exit strategy is just as important as your game plan --
Part 2. Igniting innovation. Beyond avant-garde : If it doesn't make a difference, it's not an innovation --
Innovations' most powerful igniters : why your biggest problems may be your greatest blessings --
Part 3. Accelerating innovation. Why missions statements matter : how clarity accelerates innovation --
A bias for action : why data and proof are overrated --
A respected champion : the difference a John the Baptist makes --
Planning in pencil : letting an innovation be what it wants to be --
Part 4. Sabotaging innovation. The high price of failure : why trust and credibility are too important to lose --
Groupthink : why you shouldn't care what everybody else thinks --
Surveys : why they're a wast of time --
Past successes : how yesterday's success sabotages tomorrow's innovation --
Part 5. Breakout decisions. When you've hit the wall : breaking through barriers of competency and complexity --
Breaking through : the need for new advisors --
Changing the rules : removing unrealistic expectations --
Changing traditions : removing unhealthy structures --
Part 6. Why vision matters. The Polaroid principle : how vision works --
Creating and sustaining vision : the leader's role --
Part 7. The legacy of innovation. It's not about us : leaving a legacy of innovation. |
Innovation's dirty little secret : why serial innovators succeed where others fail [texte imprimé] / Osborne, Larry W. (1952-), Auteur . - Grand Rapids, Michigan [United States] : Zondervan, c2013 . - 174 p. ; 22 cm. - ( Leadership network innovation series) . ISBN : 978-0-310-49450-8 Includes bibliographical references. Langues : Anglais ( eng)
| Catégories : |
Creative ability in business. Leadership.
|
| Index. décimale : |
HD 53 |
| Note de contenu : |
Part 1. Have an exit strategy. Most innovations fail : the one thing leadership gurus will never tell you --
Unconscious competents : why you shouldn't trust everything innovators tell you about innovation --
It's all between the ears : how to recognize a serial innovator --
Exit strategies : why your exit strategy is just as important as your game plan --
Part 2. Igniting innovation. Beyond avant-garde : If it doesn't make a difference, it's not an innovation --
Innovations' most powerful igniters : why your biggest problems may be your greatest blessings --
Part 3. Accelerating innovation. Why missions statements matter : how clarity accelerates innovation --
A bias for action : why data and proof are overrated --
A respected champion : the difference a John the Baptist makes --
Planning in pencil : letting an innovation be what it wants to be --
Part 4. Sabotaging innovation. The high price of failure : why trust and credibility are too important to lose --
Groupthink : why you shouldn't care what everybody else thinks --
Surveys : why they're a wast of time --
Past successes : how yesterday's success sabotages tomorrow's innovation --
Part 5. Breakout decisions. When you've hit the wall : breaking through barriers of competency and complexity --
Breaking through : the need for new advisors --
Changing the rules : removing unrealistic expectations --
Changing traditions : removing unhealthy structures --
Part 6. Why vision matters. The Polaroid principle : how vision works --
Creating and sustaining vision : the leader's role --
Part 7. The legacy of innovation. It's not about us : leaving a legacy of innovation. |
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100052919
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HD 53 .O83 2013 |
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100056036
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BV 652.25 .O83 2008 |
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