Page 274 - Grow from Within Mastering Corporate Entrepreneurship and Innovation

Inde x 259

New business design, 49–90 lacking/losing focus, 37–39
corporate entrepreneurship as, 69–73 pure-play challenge, 44–47
fundamental factors in, 49–51 Platform innovation, 62–63, 143
holistic view of, 52–54 Political strategy for new business, 50
and Innovation Radar tool, 60–69 Porras, Jerry, 230
as iterative process, 88–89 Portable digital music, 2–3
steps in, 75–78 Porter, Michael, 54–55, 248
and transition and scaling challenges, Presence innovation, 60–61, 67
170 Prioritizing uncertainties step, 86–88
New product development, 23 Process innovation, 60–61, 65–66
Nexell, 202 Procter & Gamble (P&G), 62, 155, 217, 223
NineSigma, 218–219 Producer Model, 95, 122–133, 143, 153,
Nissan, 63 164–165
Nontraditional outlets (NTOs), 67 building credibility and trust in,
Non-Traditional Research and Innova- 132–133
tion (Baxter), 30–31, 147–148, at Cargill, 123–127, 131, 132
201–211 at Cisco, 127–132
implementing, 160–161
Objectives, 3–4 and isolation of team, 42
clarity of, 14 Product innovation, 53, 72, 78
for corporate entrepreneurship, 3–4, Program leadership, 191–200, 211
138–139, 141–143 Project leadership, 211
of corporate entrepreneurship teams, Public companies, corporate entrepre-
40–41 neurship in, 44–45
delineating, 156 Publilius Syrus, 175
O’Connor, Gina, 212 Pure-play challenge, 44–47
Offering innovation, 60–62
Open innovation, 216–221, 229 Quick wins, 161–162
Opportunist Model, 94–99 QuikTrip, 57
Orchestra model of innovation, 219–220
Organic growth, 2, 7 Radical Innovation (Leifer), 15, 159–160
Organization innovation, 66 Razeghi, Andrew, 5, 227
Organizational uncertainty, 92–94 Recruiting for teams, 195–197
Refining/selecting business system con-
Packard, David, 245 cepts step, 85–86
Page, Larry, 101, 183–184 Regulatory environment, 152–153
Palo Alto Research Center (PARC), 242, Rensselaer Polytechnic Institute (RPI), 168
243 Research and development (R&D),
Parkinson, Bob, 30 239–241, 248
Partnerships, R&D, 248 Resistance, overcoming, 180–181
Patchen, David, 123–124 Resource uncertainty, 93, 94
Perry, William J., 178–179, 188–191 Resources for entrepreneurship, 158–161,
P&G (see Procter & Gamble) 185–186, 211–212
Phase-gate methods, 247 “Retooling R&D” (Hargadon), 15
Pinchot, Gifford, 245 Riedel, Norbert, 30, 145, 201–205, 207–211
Pitfalls of corporate entrepreneurship, Rogers, P. Clint, 224–225
32–47 Rogers, Steven, 24–25
changes in strategic priorities, 43–44 Rosenbloom, Richard, 240
concept myopia, 36–37
culture change trap, 39–41 Saeco, 74
efficiency constraint, 33–35 SAIC Motor, 34–35
insulation vs. isolation, 41–43 Salesforce.com, 81–82
internal bias, 35–36 Satellite navigation systems, 15