- Shuffle
Toggle OnToggle Off
- Alphabetize
Toggle OnToggle Off
- Front First
Toggle OnToggle Off
- Both Sides
Toggle OnToggle Off
Front
How to study your flashcards.
Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key
Up/Down arrow keys: Flip the card between the front and back.down keyup key
H key: Show hint (3rd side).h key
PLAY BUTTON
PLAY BUTTON
15 Cards in this Set
- Front
- Back
|
Managing through technological change (3)
|
- competence enhancing vs. destroying
- who wins the design competition for dominance - incumbents - creative destruction, stay aware during change |
|
Weird rules of creativity(4)
|
-Stay out of the way
-Low SM, weird backgrounds, people disliked -encourage defiance, punish inaction -random selection, don't listen to customers |
|
The Creative Process(4)
|
- discovery, invention, creation
- passion and intellect in arts and science - induction/speculation as creative process - seeing patterns in randomness |
|
Making Management Decisions: The Role of Intuition and Emotion (7)
|
- Rational, nonrational, irrational
- Analyses frozen into habit - Chess masters, businessmen - MIS - Efficiency through large chunking of information - intiuition and analysis as complementary - Optimal problem solving |
|
Coupling analysis and intuition in management (5 - 4)
|
- shortcomings of analysis, MIS, vietnam
- Grand fallacy: analysis includes synthesis - I vs. A: cost (investment/operating), error, ease, complexity, creativity -Rule of the tool -"Strategic planning" Planners vs. strategists |
|
Beyond the information revolution(4)
|
-changing mental geography
-routinization -new social institutions w/ new technology -Gentleman vs. Technologist, social incentives, bribing the knowledge worker |
|
The great disruption(5-4)
|
-Japan vs. US
-performance trajectories: top end vs. what's available to user -advantages of innovating within low end available to user -Bad: listening to customers, pursuing high margins, pursuing big markets, relying on mkt. research -Great leap downward (bottom billion) |
|
8 design rules for innovation(1,10)
|
-don't innovate, create environment for innovation
- big aspirations, elastic business definition, cause, new voices, open market for ideas/talent/capital, low risk experimentation, cellular division, personal wealth |
|
Best Buy(3,5)
|
Strategos
- Discovery, synthesis, realization - 5 lenses: customer insight, orthodoxies, discontinuities, industry mapping, core competencies |
|
The Panda's Thumb of Technology (3)
|
-optimal design does not always prevail
-qwerty vs. dvorak keyboard -contingency and incumbency |
|
Strategic Maneuvering and Mass Market Dynamics: The triumph of VHS over Beta (4)
|
- Betamax first, more technologically advanced
- first moves vs. later entrants - bandwagon effects - in absence of no producer being strong enough, market sets the standard |
|
3M (5)
|
-market strategy
-dual ladder system -internal grants -microreplication: fresnel lenses and surfaces -15% free time |
|
Understanding power in organizations (6)
|
-new age self-centeredness, ambivalence about power
- $8000 sign - "the capacity to bring about certain intended consequences in the behavior of others' - Decision making, implementation, GTD - Problems of hierarchical authority -managing with power > mapping out relationships and motives |
|
CNV at P&G (6)
|
- Craig Wynett
- leveraging multiple R&D competencies - Corporate Innovation Fund - based on consumer needs and tech capacity (brainstorming is useless - evaluation: consumer, tech capacity, business opportunity - CNV, outside of categories |
|
Gunfire at sea (5)
|
- Scott, serendipity 'the prepared mind'
- changing established societies such as the navy - Mahan 'no military service can reform itself' - Cambria plant industrial revolution -Becoming an adaptive society, process vs. product |
