In today’s global economy, it would be short-sighted to rely solely on local resources for new-product innovations. Instead, knowledge and activity critical to innovation most likely lie outside your company’s home territories—sometimes far outside. And this distance makes it harder than ever to obtain and integrate these resources, eating away at your competitive edge.
How to tackle this challenge? In Managing Global Innovation, INSEAD’s Yves L. Doz and Keeley Wilson show you how to build and leverage a global innovation network. Drawing on extensive research and real-life company examples, they walk you through a set of practical frameworks for acquiring and integrating innovation-critical knowledge from multiple sources. You’ll learn to optimize your innovation footprint, improve communication and receptivity, and enhance collaboration in order to succeed on a global scale.
Based on in-depth research within more than three dozen corporations—including Citibank, Essilor, GE, GlaxoSmithKline, HP Labs, HP Singapore, Nokia, Novartis, Shiseido, Siemens, Snecma, Synopsys, and Xerox—this book bridges theory and practice.
Managing Global Innovation gives you the tools to harness critical expertise from around the globe—and channel it into your innovation programs.
媒体推荐
“Managing Global Innovation is an interesting read on a topic of importance to many managers today.” — Research-Technology Management
“So you want to build a Global Innovation Network? ... Doz and Wilson examine the subject in detail in their new book. Their conclusion? Collaborating with partners is already becoming a common feature of innovation and in many instances it is the only way of accessing the required knowledge.” — Acumen - South Africa
ADVANCE PRAISE for Managing Global Innovation:
Gary Hamel, Professor, London Business School; Director, Management Lab—
“Managers looking to get the most out of their global innovation resources need look no further. Managing Global Innovation provides practical tools backed by great examples of how companies can create competitive advantage by accessing and integrating knowledge from even the most far-flung places.”
Matti Alahuhta, President and CEO, KONE Corporation—
“Innovation has become the key factor for companies in creating value in a global competition. Yves L. Doz and Keeley Wilson paint an impressive holistic—and simultaneously deep—picture to help companies get the enablers for innovation in place.”
John Cantwell, Professor of International Business, Rutgers University—
“This book makes two vital contributions to our understanding of global innovation networks. First, it explains how managers can build such networks. Second, it shows how projects consisting of various in-house and partner activities can be globally integrated and managed.”
Andrea Cuomo, Senior Executive Vice President, STMicroelectronics—
“The authors present a thorough and exhaustive analysis of the challenges facing corporate innovation in today’s fast-changing, globalized world. They provide practical guidelines to companies willing to undertake this competitive challenge. A long-needed compass to navigate today’s stormy waters.”
Franz B. Humer, Chairman, Roche Holding—
“Every leader has to decide how to manage innovation while also creating an environment that allows innovation to flourish. This book is an enormous contribution to the discussion.”
网友对Managing Global Innovation: Frameworks for Integrating Capabilities around the World的评论
Nice product.
The title of this review is taken from a brilliant Foreword in which Cesare Mainardi suggests that this book explains "how to conceive, build, and hone a global innovation capability that is enduring, practical, and rooted in the realities of both global competition and a company's particular approach to its market." In my opinion, this is a "must read" for leaders of companies that have that strategic objective but also for leaders of other companies that are part of the value chain of those companies that are now struggling with the challenges of managing global innovation. Yves Doz and Keeley Wilson provide in this remarkable volume several frameworks for integrating capabilities around the world.
I commend Doz and Wilson on their brilliant use of several reader-friendly devices that include 17 "Sidebars," mini-commentaries on real-world situations that illustrate the given business principle. For example, "Tata Communications: A Globally Integrated Model" (Pages 10-12), Nokia: Attracting Leading Edge Research" (50-51), and "Sapphire: Strong Project Management Delivering Success" (162-164). These and other resources throughout the book can help business leaders to respond effectively to a daunting challenge, "building a global innovation capability that relies on complex knowledge will be difficult, though not impossible." What to do? Doz and Wilson propose a three-step process and explain how to complete each step.
These are among the passages of greatest interest and value to me. They suggest the range of subjects on which Doz and Wilson concentrate through their lively and eloquent narrative.
o Why Companies Can't Innovate Globally (Pages 5-10)
o Key Capabilities Remains at Home (21-22)
o Sidebar 2-1, "HP Labs India: Experiencing via Immersion in a New Context" (38-40)
o Innovation Footprints: A Value-Based Approach (57-66)
o Accelerated Learning Experiments (74-76)
o Sidebar 3-3, "Fuji Xerox: From Market Access Joint Venture to Key Innovation Hub" (79-80)
o Barriers to Optimizing Communication (95-103)
o Sidebar 5-1, "Xerox: From a Culture of Secrecy to Open Knowledge Sharing ancd Reuse" (108-110)
o Transferring and Integrating Complex Knowledge: The Role of Cosmopolitan Managers (123-127)
o Global Innovation Projects: Success in Three Phases (147-152)
o Collaborative Identification (174-176)
o Sidebar 7-1, "IBM's Collaboratories" (178-179)
o Sidebar 7-2, "Boeing: From Dreamliner to Nightmare Project" (183-185)
o Organizing the Innovation Footprint (203-210)
o Innovation Needs to Follow the Brains (222-223)
No brief commentary such as mine can possibly do full justice to the scope and depth of material that Yves Doz and Keeley Wilson provide in this volume but I hope that I have at least suggested why I think so highly of them and their work. Also, I hope that those who read this commentary will be better prepared to determine whether or not they wish to read the book and, in that event, will have at least some idea of how the information, insights, and wisdom could perhaps be of substantial benefit to them and to their own organization.
The authors have successfully distilled a large amount of original, painstaking research with global companies in a number of diverse sectors, into practical, and well-articulated principles that change the way managers and strategists can approach innovation - not just in its more expected fields of innovation, but also in refocussing thinking on ways to optimise existing knowledge networks in any organisation and function within multinationals. For example these principles are just as valuable when implementing complex risk control functions across multiple jurisdictions in a financial institution where the product and expertise footprint varies widely, as they may ensure complex knowledge sources are leveraged to develop new products and services.
This is a seminal example of how to develop complex and diverse examples and experiences (including the opportunity to learn from their mistakes) from some of the world's most successful global companies into ergonomic tools and methods that managers at all levels with cross border and cross cultural objectives can leverage to optimise the effectiveness of their strategy and business structure.
This is critical reading for any international manager with aspirations to effect real, valuable change.
Excellent book with good approach and practical decision tools. Particularly good for those who are moving R&D efforts into multiple sites--there are good ways to do it and other ways to do it. This book guides you through the good ways to do it.
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