Serious Play: How the World's Best Companies Simulate to Innovate
Harvard Business Press, 10 dic 1999 - 272 pagine
Successful innovation demands more than a good strategic plan; it requires creative improvisation. Much of the "serious play" that leads to breakthrough innovations is increasingly linked to experiments with models, prototypes, and simulations. As digital technology makes prototyping more cost-effective, serious play will soon lie at the heart of all innovation strategies, influencing how businesses define themselves and their markets. Author Michael Schrage is one of today's most widely recognized experts on the relationship between technology and work. In Serious Play, Schrage argues that the real value in building models comes less from the help they offer with troubleshooting and problem solving than from the insights they reveal about the organization itself. Technological models can actually change us--improving the way we communicate, collaborate, learn, and innovate. With real-world examples and engaging anecdotes, Schrage shows how companies such as Disney, Microsoft, Boeing, IDEO, and DaimlerChrysler use serious play with modeling technologies to facilitate the collaborative interactions that lead to innovation. A user's guide included with the book helps readers apply many of the innovation practices profiled throughout. A landmark book by one of the most perceptive voices in the field of innovation.
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LibraryThing ReviewRecensione dell'utente - shdawson - LibraryThing
It is a pretty good book, but it did not greatly excite me. Leggi recensione completa
LibraryThing ReviewRecensione dell'utente - sdashiell - LibraryThing
How to successfully manage companies in turbulent times by modeling what they do. Leggi recensione completa
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ability America's Cup Arie de Geus assumptions become Boeing Boeing's budget build CATIA challenge Chrysler clients collaboration companies competitive computer-aided computer-aided design conversations coordination costs corporate create creative customers cycles demo Disney ECONOMICS OF INNOVATION engineers enterprise evolve financial model firm GETTING REAL global Harvard Business School ideas IDEO's improvisation industrial infrastructures inno insights Intel interac interactions internal investment iterations manufacturing marketplace medium ment Merrill Lynch metrics Microsoft MODEL BEHAVIOR modeling media models and simulations organizational organizations PATHOLOGICAL PROTOTYPING percent PERILS OF PATHOLOGICAL personal computers politics Procter & Gamble proto Prototype portfolios prototypes and simulations prototyping cultures prototyping media prototyping process questions rapid prototyping reality reengineering relationships risk role Royal Dutch/Shell says scenarios serious play spreadsheet spreadsheet models spreadsheet software Steelcase strategic Sun Oil's suppliers surprise taboo tions totypes trade-offs transformed virtual VisiCalc
Pagina 11 - The road to wisdom? Well, it's plain And simple to express: Err And err And err again, But less And less And less.
Pagina 15 - I would go a step further and assert that it is really impossible for a client, even working with a software engineer, to specify completely, precisely, and correctly the exact requirements of a modern software product before trying some versions of the product.
Pagina 13 - The mental model is fuzzy. It is incomplete. It is imprecisely stated. Furthermore, within one individual a mental model changes with time and even during the flow of a single conversation. The human mind assembles a few relationships to fit the context of a discussion. As the subject shifts, so does the model.
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