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Signatura topográfica | Tipo de material | Copia | Ubicación de estante | Estado |
|---|---|---|---|---|
| 658.11 BRA | Book | 1 | Standard shelving location | Búsqueda… Desconocido |
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Resumen
Resumen
I believe this book can contribute a lot of value to those wishing to bridge the gap between creative inventor and commercial entrepreneur. It cites numerous case studies that do exemplify many points, although to be fair it does seem to be quite repetitive and high-level in places.Despite this, the subject can be difficult to address and the authors have done a good job of it. In the most part, it is easy to consume, perhaps a little simplistic for my own selfish needs.Regardless of points of view, the onus is clearly on the reader to interpret and action this recollection and guidance in an effective manner. Particularly effective for helping individuals that are unsure what to do next with their ideas.
Notas del autor
Mary Bragg worked in marketing with GlaxoSmithKline, before undertaking management consultancy with PricewaterhouseCoopers, both in the UK and internationally. Her professional qualifications include a Masters Degree from London University. She combines independent management consultancy with a university career as Principal Lecturer on entrepreneurship and creativity. A Fellow of the Royal Society of Arts, Mary was a founding trustee of the Academy of Enterprise. Her earlier book, Re-inventing Influence , won the Management Consultancies' Association award for best management book of the year in 1996.
Andrew Bragg's wide-ranging business career includes general management and marketing roles in the UK and mainland Europe across commercial and not-for-profit sectors. His chief executive roles have covered the multimedia, print and packaging sectors and have involved a number of entrepreneurial start-ups. A graduate of Trinity College, Cambridge, Andrew also gained an MBA from Cranfield University.Tabla de contenido
| Publisher's acknowledgements Authors' |
| acknowledgements |
| Introduction |
| Chapter 1 The importance of developing strong ideas ? |
| James Dyson - using the idea development process to clean up ? |
| Demystifying the idea development process ? |
| Slaying the myth that entrepreneurs are born, not made ? |
| The four steps in the idea development process ? |
| And another thing: benefits of the idea development process ? |
| Call in the cavalry or do it yourself? ? |
| Sir Clive Sinclair and the C5 - the perils of a flawed process of idea development |
| Chapter 2 Applying creativity to the idea development process ? |
| Phil Knight and NIKE - combining logic and intuition into record-breaking success ? |
| Why is creativity a must? ? |
| Reconnect with your creativity ? |
| Creativity and the idea development process ? |
| Mastering whole-brain thinking ? Ingvar Kamprad - using logic and intuition to break the mould with IKEA |
| Chapter 3 Step One - seeking and shaping opportunities ? |
| Amazon.com - shaping the internet opportunity ? |
| Don't rush to headlong action ? |
| Give yourself time to develop alternatives ? |
| Treat your first business idea as purely tentative ? |
| Total immersion in the market ? |
| Fact-finding ? |
| Tools for seeking and shaping opportunities ? |
| Moving to Step Two - acknowledging Catch-22 ? |
| Iridium - the imperfect solution to an opportunity which never existed? |
| Chapter 4 Step Two - generating new ideas ? |
| Howard Head - an analogical approach to business success ? |
| Eureka? ? |
| The Mind Gym: six mental workouts and their related routines ? |
| Ground-rules for productive mental workouts ? |
| Mental Workout One - Checklists ? |
| Mental Workout Two - Stimulus materials ? |
| Mental Workout Three - Combinations ? |
| Mental Workout Four - Free-association ? |
| Mental Workout Five - Analogical thinking ? |
| Mental Workout Six - Upside-down thinking ? |
| Moving to Step Three ? |
| Thomas Alva Edison - idea generator par excellence |
| Chapter 5 Step Three - evaluating and selecting ideas ? |
| Karan Bilimoria: brewing the criteria to achieve the ?big one? ? |
| Evaluation allows development, not just selection ? |
| Two-phase screening process ? |
| Evaluation frameworks for screening ideas ? |
| Criteria to use within the frameworks ? |
| Business-focused criteria ? |
| Person-focused criteria ? |
| Decision balance sheet ? |
| Prototyping ? |
| Gary Mueller and Internet Securities, Inc. - selecting a venture to suit his needs |
| Chapter 6 Step Four - planning for implementation ? |
| Frederic Smith - overcoming the obstacles to Fedex ? |
| The importance of planning for implementation ? |
| Increasing the likelihood of successful implementation ? |
| The blocks to implementation ? |
| Techniques to identify blocks to implementation ? |
| Guiding principles for overcoming blocks to implementation ? |
| Practical examples of overcoming blocks to implementation ? |
| Milestone planning ? |
| Jollibee Foods Corporation - planning to beat a giant |
| Appendix 1 Possible solutions to ambigious picture |
| Appendix 2 References |
| Index |