Serious Play: How the World's Best Companies Simulate to InnovateHarvard 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. |
Sommario
| 11 | |
| 37 | |
| 61 | |
PRODUCTIVE WASTE | 95 |
PREPARING FOR SURPRISE | 115 |
PERILS OF PATHOLOGICAL PROTOTYPING | 131 |
STIMULATING INTERVENTIONS | 155 |
MEASURING PROTOTYPING PAYBACKS | 177 |
GOING META EVOLUTION AS A BUSINESS PRACTICE | 193 |
Users Guide | 201 |
Bibliography | 215 |
Index | 233 |
About the Author | 243 |
Altre edizioni - Visualizza tutto
Serious Play: How the World's Best Companies Simulate to Innovate Michael Schrage Anteprima non disponibile - 2000 |
Parole e frasi comuni
ability America's Cup Arie de Geus assumptions become Boeing Boeing's budget build CATIA challenge Chrysler clients collaboration companies computer-aided computer-aided design conversations coordination costs corporate create creative customers David Kelley decisions demo Disney ECONOMICS OF INNOVATION engineers enterprise evolve experience financial model firm GETTING REAL global Harvard Business Harvard Business School ideas IDEO's improvisation industrial infrastructures insights Intel interac interactions internal investment iterations managerial manufacturing marketplace medium ment Merrill Lynch metrics Microsoft MODEL BEHAVIOR modeling media models and simulations organizational organizations PATHOLOGICAL PROTOTYPING percent personal computers politics proto prototypes and simulations prototyping cultures prototyping media prototyping process questions rapid prototyping reality reengineering relationships risk Royal Dutch/Shell S(T)IMULATING INNOVATION says scenarios serious play spreadsheet spreadsheet models spreadsheet software Steelcase strategic Sun Oil's suppliers surprise taboo tions totypes trade-offs transformed users virtual VisiCalc York
Brani popolari
Pagina 177 - I often say that when you can measure what you are speaking about and express it in numbers you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meagre and unsatisfactory kind...
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 1 - For, to speak out once for all, man only plays when in the full meaning of the word he is a man, and he is only completely a man when he plays.
Pagina 141 - Noyce principle of minimum information: One guesses what the answer to a problem is and goes as far as one can in a heuristic way. If this does not solve the problem, one goes back and learns enough to try something else. Thus, rather than mount research efforts aimed at truly understanding problems and producing publishable technological solutions, Intel tries to get by with as little information as possible.
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 132 - A well-developed corporate financial model not only collects and stores data, but also processes and presents them in such a way that they are useful for decision making. For this reason, I think that the corporate financial model will be at the heart of future management information systems. But the corporate model has become a powerful tool in its own right. It is extremely valuable for comparing and evaluating alternative courses of action that a company may take. The model is also useful in short-term...
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.
Riferimenti a questo libro
The Center for Creative Leadership Handbook of Leadership Development Cynthia D. McCauley,Ellen Van Velsor Anteprima non disponibile - 2003 |
Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom Dorothy Leonard-Barton,Walter C. Swap Anteprima limitata - 2005 |