Serious Play: How the World's Best Companies Simulate to Innovate

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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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Recensione dell'utente  - shdawson - LibraryThing

It is a pretty good book, but it did not greatly excite me. Leggi recensione completa

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Recensione dell'utente  - sdashiell - LibraryThing

How to successfully manage companies in turbulent times by modeling what they do. Leggi recensione completa

Indice

THE NEW ECONOMICS OF INNOVATION
11
A SPREADSHEET WAY OF KNOWLEDGE
37
OUR MODELS OURSELVES
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
Copyright

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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.

Informazioni sull'autore (1999)

Michael D. Schrage is a research associate at the MIT Media Lab, A Merrill Lynch Forum Innovation Fellow and a columnist for Fortune magazine.

Informazioni bibliografiche