General Management

Making IT
The Rise of Asia in High Tech

Edited by Henry S. Rowen, Marguerite Gong Hancock, and William F. Miller

In 2003, consumption of IT goods worldwide was $1.5 trillion. Asia represented twenty percent of this total. Even more telling, Asia produced about forty percent of these goods. The continued rise of Asian IT innovation will pose a challenge to the eminence of traditional IT centers, notably Silicon Valley.

Making IT examines the causes as well as the major consequences of the dramatic rise of Asia in this industry. The book systematically analyzes each country's policies and results, on both a national level and, more importantly, in the innovation regions that have developed in each country: Japan's excellence in technology and manufacturing skills; Bangalore, India's late start and sudden explosion; Taiwan's Hsinchu Science-based Park’s entrepreneurship and steady growth; Korea's Teheren Valley’s impressive development of large companies; Singapore's initial reliance on multinational firms and its more recent switch to a home-developed strategy; and China's Zhongguancun Science Park’s encouragement of investment from foreign firms while also promoting a domestic IT industry.

The book outlines the difficulties in the IT industry, including Japan's tendency to keep out most foreign firms and China's poor protection of intellectual property. Developed by the team that brought readers The Silicon Valley Edge, Making IT analyzes why this region has an advantage in this industry, the similarities and differences in the countries' strategies, why companies have clustered in specific localities, and most important, what will be changing in the coming years.

Making IT should leave no doubt that the United States and other countries competing in the global economy will face enormous challenges—and opportunities—responding to the rise of an

To be published in Nov 2006

Price approx Rs 1500.00

MAKING INNOVATION WORK :
HOW TO MANAGE IT, MEASURE IT, AND PROFIT FROM IT

By Tony Davila, Marc Epstein and Robert Shelton

"This is the book I wish I had read thirty years ago. MAKING INNOVATION WORK is an important resource for leaders who are trying to improve innovation in their organizations. It's crammed with examples and practical ideas that can trigger improvements in innovation, starting tomorrow!"
—Lew Platt, Chairman of Boeing, former Chairman and CEO of HP, and former CEO of Kendall-Jackson Wine Estates
"Davila, Epstein, and Shelton remind us that even if the end product is rocket science, the process need not be. To the contrary, tried-and-true practices of management, process, metrics, and incentives are all that it takes to let innovation happen consistently."
—Andrew Beebe, President, Energy Innovations
MAKING INNOVATION WORK TAKES THE MYSTERY OUT OF PROFITABLE INNOVATION
MANAGEMENT EXPERTS OFFER A ROADMAP FOR HARNESSING INNOVATION FOR SUCCESS
Innovate or die? that's the imperative to grow your top and bottom lines. Unfortunately, there are no secret formulas for innovation; it is about good management. In MAKING INNOVATION WORK: HOW TO MANAGE IT, MEASURE IT, AND PROFIT FROM IT (Wharton School Publishing, Publication Date: September 15, 2005, $29.95 Hardcover, ISBN 0131497863) Tony Davila, Marc Epstein and Robert Shelton provide a unique framework that allows management to harness the power of both business model innovation and technology innovation. By combining these two types of innovation, the authors show how to create a dominant competitive advantage and outstanding profitability.
Davila, Epstein and Shelton show how innovation, like many business functions, is a management process that requires specific tools, rules and discipline—it is not mysterious. Furthermore, they describe how to use these standard management tools (such as strategy, organizational design and structure, management systems, performance evaluation, people, and rewards) to dramatically increase the payoffs from innovation investments. Execution is simple once it is clear how the pieces fit together.
Remember the saying, "You can't manage what you can't measure"? That certainly holds true for innovation, but many managers have only paid lip service to this crucial aspect. MAKING INNOVATION WORK offers metrics and incentives that can be used by companies of all sizes, complexities, and in all types of industry. Then it shows how to use metrics and incentives to manage every facet of innovation from creating the ideas, through selecting and forming the prototype innovations, and all the way through to commercialization.
MAKING INNOVATION WORK also illustrates how companies can use innovation to redefine an industry. The authors use many cutting-edge examples including the way Apple Computer introduced the iPod (a technology change) and iTunes (a business model change) and revolutionized the music business. They also show why most companies are significantly better at one or the other, but few have a truly integrated capability for both significant business model and technology innovation.
The authors identify the seven aspects of good innovation management and offers real-world tips and strategies to drive innovation success:
LEADING INNOVATION
Why strong leadership – leadership that defines the innovation strategy, designs innovation portfolios, and encourages truly significant value creation – is imperative.
INTEGRATING INNOVATION AND BUSINESS STRATEGY
How to match a company's innovation strategy to its business strategy, for example: Would a Play-to-Win or Play-Not–to-Lose strategy be a more natural fit?
BALANCING CREATIVITY AND VALUE CAPTURE
The importance of balancing creativity and value capture – so that the company generates successful new ideas and gets the maximum return on its investment
WEAVING INNOVATION INTO THE FABRIC OF BUSINESS
How to make innovation an integral part of the company's business mentality, inseparable from the overall business strategy
NEUTRALIZING ORGANIZATIONAL "ANTIBODIES"
How to neutralize organizational antibodies that kill off good ideas because they are different from the norm.
BUILDING INNOVATION NETWORKS
The necessity of innovation networks inside and outside the organization – because networks, not individuals, are the basic building blocks of innovation
MEASURING AND REWARDING INNOVATION
How to implement thee correct metrics and rewards to make innovation manageable and to produce the right behavior.
Simply put, MAKING INNOVATION WORK takes the secrecy out of profitable innovation, showing how to lead it, track it, incentivize it, and get more of it.
About the Authors
TONY DAVILA is a faculty member of Stanford's Graduate School of Business. Building on his doctoral work at the Harvard Business School, he works with both large industrial companies and Silicon Valley startups to design management control and performance measurement systems that drive innovation. He has been published in Harvard Business Review, Research Policy, and other leading journals.
MARC J. EPSTEIN has been a visiting professor and Hansjoerg Wyss visiting scholar at Harvard Business School and a distinguished research professor at Rice University's Jones Graduate School of Management. He has been a senior consultant to leading corporations and governments for over twenty-five years, specializing in strategy implementation, innovation, governance, accountability, and performance metrics. Epstein has also served as a professor at Stanford Business School and INSEAD.
ROBERT SHELTON is managing director of Navigant Consulting's Innovation practice. His client list is a "who's who" of innovative Fortune 500s, including leaders in the electronics, energy, health care, automotive, consumer goods, software, and aerospace industries. Shelton has served as vice president and managing director with Arthur D. Little and as managing director of the Technology and Innovation Management practice at SRI International (formerly Stanford Research Institute). His work has been referenced in media ranging from The Wall Street Journal to CNN Financial News.
More Praise for Making Innovation Work:
"This impressive book offers specific techniques for driving systematic, repeatable, and managed innovation at all levels in your company. It will help you build a balanced portfolio that integrates both incremental and radical innovations—so you can sustain growth indefinitely, instead of flaming out."
—Guerrino de Luca, President and CEO, Logitech
"MAKING INNOVATION WORK is an informative and practical overview of the managerial side of innovation, showing that payoffs come when innovation projects are carefully conceived and measured."
—Rosabeth Moss Kanter, Harvard Business School, author of Confidence
"MAKING INNOVATION WORK will help you think about innovation in new and extremely productive ways. From the seven ‘innovation rules' at the beginning of this book to the powerful execution advice for leaders at the end, this book is replete with ideas you'll actually use. If you're ready to get past the clichés and conventional wisdom about innovation, read it—the sooner, the better."
—Alex Vieux, CEO of Red Herring

Orig Pub Price Approx Rs 1470.00
Our Price Rs 550.00 Only You Save 62%

Packing & Delivery Rs 60.00 Extra