Page 273 - Grow from Within Mastering Corporate Entrepreneurship and Innovation

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Innovator’s Dilemma, The (Christensen), Liuzhou Wuling Automobile, 34–35
15, 79, 167–168 Lockheed “Skunk Works,” 172, 242
Innovator’s Guide to Growth, The
(Anthony), 212 MacMillan, Ian, 113
Insulation, isolation vs., 41–43 Macro implications of corporate entre-
Intel Capital, 249 preneurship, 229–231
Intellectual Ventures LLC, 219 Makower, Joel, 221
Internal bias, 35–36 Malige, Francis, 227–228
Internet video, 127–128 March, James, 196
Isolation, insulation vs., 41–43 Market Driven Innovation (DuPont), 31,
Iterate step, 88–89 112–114, 139
Market turbulence, 151–152
Jam Central model of innovation, Market uncertainty, 91–92
219–220 Markides, Constantinos, 15, 28, 168–169
Japanese manufacturing methods, 246 Matlack, Carol, 22
Jobs, Steven, 3, 243 McGrath, Rita Gunther, 113
John Deere Agricultural Management So- McNerney, James, 183
lutions (AMS), 63–64 “Me too” innovation, 72
Johnson & Johnson, 192 Mears, Dana, 96–97
Joint ventures, 24 Measuring results, 9–10
Jouret, Guido, 29 “Meeting the Challenges of Corporate
Joy, Bill, 215 Entrepreneurship” (Garvin and
Levesque), 168
Kaiser Permanente, 64 Microfranchising, 224
Karakolev, Toman, 227–228 Microsoft, 82
Katz, Jerome, 7 Mintzberg, Henry, 7
Kellogg Innovation Network (KIN), 60 Misaligned corporate entrepreneurship,
Kennedy, John F., 215 41–47
Khosla, Vinod, 228 Mod Station model of innovation, 219–220
Knowledge Intensive University Models of corporate entrepreneurship,
(DuPont), 139 91–135
Kraemer, Harry, 30, 146–148, 201 Advocate Model, 94–95, 110–122
Kraft Foods, Inc., 73–75 Enabler Model, 94, 95, 99–110
Kullman, Ellen, 114 matrix of, 94–95
Opportunist Model, 94–99
Leadership, 175–214 Producer Model, 95, 122–133
Baxter International case study, 201–211 and uncertainties, 91–94
by CEOs/senior executives, 175–178 Models of innovation, 219–220
requirements for, 191–200 Moore, Geoffrey, 166–167, 169
resources for, 211–212 Motorola, 21, 132
and senior-level sponsor support, Motorola Ventures, 249
212–213 Murtaugh, Philip F., 34
stealth technology case study, 188–191
successions in, 154 Nambisan, Satish, 219
Leggate, John, 115 National System of Political
Leifer, Richard, 15, 159–160 Economy, The (List), 239
Levesque, Lynne, 168, 169 Naysayers, neutralizing, 157
Levinthal, David, 15 Network development, 35–36, 158–160
Levy, Nelson, 245 Networking innovation, 67–68
Lifestyle entrepreneurs, 25 New business creation/development,
Linde Corporation, 29–30 4–8, 22–23
Linear model of development, 20 global/service-oriented, 246–250
List, Friedrich, 239 requirements for, 10