000 04086nam a22005175i 4500
001 978-1-4614-3131-2
003 DE-He213
005 20140220083246.0
007 cr nn 008mamaa
008 130607s2012 xxu| s |||| 0|eng d
020 _a9781461431312
_9978-1-4614-3131-2
024 7 _a10.1007/978-1-4614-3131-2
_2doi
050 4 _aQC1-QC999
072 7 _aPHU
_2bicssc
072 7 _aPBKD
_2bicssc
072 7 _aSCI064000
_2bisacsh
082 0 4 _a621
_223
100 1 _aAnderson Jr., Edward G.
_eauthor.
245 1 4 _aThe Innovation Butterfly
_h[electronic resource] :
_bManaging Emergent Opportunities and Risks During Distributed Innovation /
_cby Edward G. Anderson Jr., Nitin R. Joglekar.
264 1 _aNew York, NY :
_bSpringer New York :
_bImprint: Springer,
_c2012.
300 _aXI, 173 p. 36 illus.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
490 1 _aUnderstanding Complex Systems,
_x1860-0832
505 0 _aIntroduction -- Section I: Understanding the Emergent Behaviour -- Section II: managing Emergent Behaviour -- Section III: Innovation Leader's new Work.
520 _aProduct and service innovations are the result of mutually interacting creative and coordination tasks within a system that has to balance technical decisions, marketplace taste, personnel management, and stakeholder commitment. The constituent elements of such systems are often scattered across multiple firms and across the globe and constitute a complex system consisting of many interacting parts. In the spirit of the "butterfly effect", metaphorically describing the sensitivity to initials conditions of chaotic systems, this book builds an argument that "innovation butterflies" can, in the short term, take up significant amounts of effort and sap efficiencies within individual innovation projects. Such "innovation butterflies" can be prompted by external forces such as government legislation or unexpected spikes in the price of basic goods (such as oil), unexpected shifts in market tastes, or from a company manager’s decisions or those of its competitors. Even the smallest change, the smallest disruption, to this system can steer a firm down an unpredictable and irreversibly different path in terms of technology and market evolution. In the long term, they can shift the balance of the entire innovation portfolio into unplanned directions. More importantly, we describe how innovation leaders can influence the emergent behavior of the system for good or ill. The first half of the book draws parallels from physics, economics, and sociology as well as evidence from multiple industries to describe the structural and behavioral causes of emergent phenomena in innovation settings as well as their often negative impacts. In the second half of the book, we turn to distributed management of innovation under emergence. We show that innovation butterflies, if improperly managed, most often lead to negative outcomes. On the other hand, it is also argued that while the complexity of the innovation system and the desire to experiment and try new and emergent alternatives precludes precise planning, innovation leaders can actually tame innovation butterflies through the design and implementation of appropriate processes, strategies, tools and leadership choices.
650 0 _aPhysics.
650 0 _aEngineering.
650 0 _aEconomics.
650 0 _aOperations research.
650 1 4 _aPhysics.
650 2 4 _aComplex Networks.
650 2 4 _aComplexity.
650 2 4 _aOperation Research/Decision Theory.
650 2 4 _aR & D/Technology Policy.
700 1 _aJoglekar, Nitin R.
_eauthor.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9781461431305
830 0 _aUnderstanding Complex Systems,
_x1860-0832
856 4 0 _uhttp://dx.doi.org/10.1007/978-1-4614-3131-2
912 _aZDB-2-PHA
999 _c101309
_d101309