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Free eBook Webs of Innovation: The Networked Economy Demands New Ways to Innovate download

by Roel Pieper,Alexander Loudon

Free eBook Webs of Innovation: The Networked Economy Demands New Ways to Innovate download ISBN: 0273656465
Author: Roel Pieper,Alexander Loudon
Publisher: Financial Times Prentice Hall; 1st edition (November 7, 2001)
Language: English
Pages: 256
Category: Work and perfomance
Subcategory: Small Business and Entrepreneurship
Size MP3: 1509 mb
Size FLAC: 1572 mb
Rating: 4.1
Format: txt lrf docx doc

Dinosaurs learn how to innovate. This is a world that demands fast and flexible innovation through networked innovation.

Dinosaurs learn how to innovate. The real meat is in Loudons' exploration of the methods being used to catch the next wave of innovation. The challenge for companies today is getting a structured and formalized innovation system that works, that people in the organization know of and that creates value for the company. Webs of Innovationwill help your organization set up structures, investments and incentives for innovation to take your business beyond its previous capabilities.

Webs Of Innovation book. Details (if other): Cancel. Thanks for telling us about the problem. Webs Of Innovation: The Networked Economy Demands New Ways To Innovate. by. Alexander Loudon.

In the book, Webs of Innovation: The Networked Economy Demands New Ways to Innovate (Financial Times Prentice Hall, 2001) author Alexander Loudon argued that even during recessionary times, the need for innovation persists. He recommended a concept of networked innovation as the way to help corporations adapt to carrying out innovation in the Information Age. Companies with ongoing commitment to innovation, he noted, are both able to take greater advantage of new markets and opportunities during boom times, and to maintain and 11 grow existing business during downward cycles.

Webs of Innovation: The Networked Economy Demands New Ways to Innovate by Alexander Loudon, Roel Pieper and a great . Alexander Loudon, Roel Pieper. Published by Financial Times Prentice Hall (2001). ISBN 10: 0273656465 ISBN 13: 9780273656463.

Alexander Loudon, Roel Pieper.

This book summarises and discusses key findings from the learning sciences, shedding light on the cognitive and social processes that can be used to redesign classrooms to make them highly effective learning environments.

How can your business innovate and compete in a world of fractal markets and fast customers?

Investments and innovations are closely related to each other, because innovations cannot occur without investments.

Investments and innovations are closely related to each other, because innovations cannot occur without investments View. Innovative Hauptstadtregion.

This guide aims to help corporate decision makers choose from among different strategies for entering the new Web market. It discusses benefits and limitations of strategies involving the creation of separate Web divisions, mergers and acquisitions, and venture capital activities. Case studies look at real companies including Nokia, Volvo, and Cisco. Loudon was one of the early employees at the London-based headquarters of First Tuesday, the global entrepreneurial network. He is now a consultant and writer on the Internet revolution. Annotation c. Book News, Inc., Portland, OR (booknews.com)
User reviews
There are dozens of excellent books on this subject and Loudon has written one of the best. At a time when global initiatives continue to increase and expand as well as accelerate, it is especially significant that Loudon does not limit himself to national perspectives (such as those from the USA) which tend to exclude or subordinate all others. He carefully organizes his material within seven chapters, following an Introduction in which he observes: "There seem to be three strategies currently pursued by large companies. First, some are trying to enter webs of innovation by starting a separate -- often competitive division [e.g. Procter & Gamble and Wal-Mart]....The second strategy is mergers and acquisitions [e.g. Healtheon merged with WebMD and Ahold acquired Peapod]....The third way is venture capital." Loudon goes on to acknowledge that each of the three approaches can work "but it is critical to know which suits your company. This book will tell you." And it does.
These brief remarks correctly suggest that Loudon's book will be of greatest value to decision-makers in larger organizations; however, it can also be of substantial value to those who do business with those organizations (especially on an outsource basis) or who provide professional services to them such as financial and legal. Change remains the only constant in the contemporary marketplace. This is especially true of the technical environment within which webs of innovation are established and developed. Years ago, former president of Harvard University Derek Bok suggested that "If you think education is expensive, try ignorance." This is especially true of organizations (including the larger non-profits) now struggling to leverage their assets in the online world.
At some point during his tenure as CEO of GE, Jack Welch explained why he admires small, entrepreneurial companies:
"For one, they communicate better. Without the din and prattle of bureaucracy, people listen as well as talk; and since there are fewer of them they generally know and understand each other. Second, small companies move faster. They know the penalties for hesitation in the marketplace. Third, in small companies, with fewer layers and less camouflage, the leaders show up very clearly on the screen. Their performance and its impact are clear to everyone. And, finally, smaller companies waste less. They spend less time in endless reviews and approvals and politics and paper drills. They have fewer people; therefore they can only do the important things. Their people are free to direct their energy and attention toward the marketplace rather than fighting bureaucracy."
I include Welch's remarks for two reasons. First, they articulate the spirit of entrepreneurial innovation which Loudon insists is now absolutely essential to business success in the networked economy. Moreover, because in such a economy there are constant demands for newer and better innovations, there are simultaneously constant demands for newer and better ways to produce them. If I understand Loudon's book, these are among his most important points. They offer great encouragement to precisely the same companies which Welch admires so much and which the most innovative of larger organizations now work so hard to emulate.
Those who share my high regard for this brilliant book are urged to read Borgmann's Holding On to Reality, Nielsen's Designing Web Usability, Cairncross' recently published The Company of the Future, and Markides' All the Right Moves.
The book discusses how businesses must find new ways to innovate while maintaining the core business that is already successful. For established companies to get involved in the new technologies, they must either acquire start ups, introduce cooperatives efforts either partnering or investing in internal new departments, or uses corporate venture capital to invest in start ups.
Established companies are striving to become dotcorps via networked innovation. Loudon explains how each method works, the advantages and drawbacks, and the many reasons for doing this.
The book is well organized, easy to read and follow. Key points are emphasized with questions at the end of each chapter, which provide a guide for companies dealing with innovation with its use of shades of gray and statements of key points. Case studies from Europe and the US provide examples of the different strategies and how they work. It focuses more on problem solving than on the problems offering detailed methods for companies to organize for innovation.
While VC (venture capital) was the catch phrase of the late `90s, the authors explores the different types and ways of using VC. What companies did right. What companies did wrong.
The index lists all of the companies covered in the book to help the reader immediately find those that interest her. Boo.com's failure is mentioned, of course, as a first mover that did not become a prover. There are examples of everything including partnerships, buy-outs, corporate venture capital, B2C, B2B, and more.
While this book is aimed at companies and purports to be a road map to follow in pursuit of innovation and in preparation for what's next on the Internet, it's good reading for individuals interested in business tactics, in plotting change that keeps coming, and in investing in the companies that show the most creativity and openness to deal with the future.
Loudon reminds the reader that everything doesn't happen overnight. While the Internet has become the wave of the future, its present is no yet what it was hoped for. Sound business practices, profitability, ability to attract and keep good employees still remain watchwords for success along with creativity and innovation.