by Darrell K. Rigby, Kara Gruver, and James Allen
base IS A MESSY PROCESS toilsome to measure and hard to manage. Most people recognize it only when it generates a thrill in growth. When revenues and earnings decline during a recession, executives often give over that their foundation efforts just bent worth it. Maybe introduction isnt so important after all, they think. Maybe our teams suck in lost their touch. Better to focus on the tried and true(a) than to waste money on untested ideas. The contrary view, of course, is that innovation is both a vaccine against market slowdowns and an elixir that rejuvenates growth. surmise how much better off General Motors might be today if the company had matched the pace of innovation set by Honda or Toyota. Imagine how much worse off apple would be had it not created the iPod, iTunes, and the iPhone. But when times are hard, companies grow
When resources are constrained, the key to growth is pairing an analytic left-brain thinker with an visionary right-brain partner.
Shonagh Rae
hbr.org
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June 2009
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Harvard Business Review 79
Innovation in Turbulent Times
Knight, handled manufacturing, ?nance, disenchant with their innovation efIN BRIEF and sales.
Howard Schultz conceived forts for a reason: Those efforts werent the iconic Starbucks coffeehouse forvery effective to begin with. Innovation Too few businesses have creative, mat, and chief operating officer Orin Smith oversaw the isnt integral to the whole works of many right-brain types in leadership chains fast growth. Apple may have organizations. The creativity that leads positions. That leaves innovation the best-known both-brain partnerto game-changing ideas is missing or stiespecially vulnerable to unwise cost ship. CEO Steve Jobs has always acted ?ed. Why would any company gamble natural during hard times. Decisions as the creative director and has helped on a process that seems risky and unpreabout slashing versus retaining...If you want to get a full essay, order it on our website: Orderessay
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