Page 271 - Grow from Within Mastering Corporate Entrepreneurship and Innovation

256 Inde x

Choosing a model, 137–153 Dannon (groupe Danone), 22–23, 230
comparison of models in, 164–165 Darukhanavala, Phiroz P. “Daru,” 31–32,
corporate context factor in, 145–153 115–120, 140, 160, 200
and corporate objectives, 138–139, Defense Advanced Research Projects
141–143 Agency (DARPA), 189–190
to enhance a firm’s culture, 143–144 Defining target customers and value
for new platforms, 143 proposition step, 79–85
and time frame for change, 144 DeMott, John, 242
Christensen, Clayton, 15, 79, 167–169 Desai, Keval, 101
Cisco Systems, Inc., 11–12, 21, 28–29, 51, Design of initiatives, 14
52, 127–132 Designing experiments/building action
Clem, Michael, 192 plan step, 88
Coaching, 186, 197 Deutschman, Alan, 9
Coley, Stephen, 45 Diversity of divisional/business units,
Commitment, 153–154 150–151
Concept myopia, 36–37 Dobbs, Richard F., 227–228
Confucius, 40, 175 Drishtee of India, 224–225
Cooper, Robert A. “Bob,” 31, 111–112, 114 Drucker, Peter, 1
Core businesses, 45 Dunkin’ Donuts, 59
Corporate context, 145–153 DuPont Corporation, 21, 31, 110–114, 122,
Corporate entrepreneurship, 1, 19–48 139, 249
basis of, 14–15 Dvorak, David C., 96
at Baxter International, 30–31
at BP, 31–32 Early Stage Accelerator (Motorola), 132
business model innovation in, 11–12 easyGroup, 68
design of initiatives, 14 easyJet, 76
at DuPont Corporation, 31 Economic cycles, 225–229
effectiveness in, 3 Economic downturns, 5, 216, 227–229
and entrepreneurs, 5–6, 24–29 Edison, Thomas, 172
within established firms, 23–24 Edmunds.com, 65
failures of, 8, 13 Efficiency constraint, 33–35
history of, 19–20 Electronic R&D marketplace, 159
holistic perspective in, 52–54 Elliott, Ray, 96, 97
in large companies, 8–10, 12–13 Emerging Business Accelerator (Cargill),
at Linde Corporation, 29–30 9, 123–127, 185
misaligned, 41–47 Emerging Business Opportunities (IBM),
as new business design, 69–73 9, 10, 133, 186, 221
new business development in, 22–23 Emerging Markets Technology Group
overly narrow, 33–37 (Cisco), 28–29, 128–131
360-degree view of, 59–60 (See also Emerging technologies, 15
Innovation Radar tool) Emery, Stewart, 230
transition and scaling challenge in, 4 Enabler Model, 94–95, 99–100, 143–144,
Corporate Entrepreneurship (Shepherd and 153, 164–165
Katz), 7 executive engagement in, 108–110
Corporate venture capital, 39, 248–249 at Google, 101–103, 108
Creative Bazaar model of innovation, implementing, 158
219–220 personnel development in, 108
Creative ideas, 3–4 at Whirlpool, 103–108
Crossing the Chasm (Moore), 166–167 Engagement, 213–214
Culture, 62, 98–100, 143–144, 151 Engagement plan, 195
Culture change trap, 39–41 Engines of Innovation (Rosenbloom and
Customer experience innovation, 64 Spencer), 240
Customer innovation, 60–61, 64 Entrepreneurs, 24–29