Innovation Cell: Agile Teams to Master Disruptive Innovation

Burkard Wördenweber · Uwe Weissflog

dek, 2005 · Springer Science & Business Media

Bu e-kitob haqida

There are many ways to describe the gap, which a lean company has to jump to become innovative. Some people see the gap between research and design for production, where people with different mindsets find it hard to communicate and work for the same goal. Other people feel that the gap is the schism between effectiveness and efficiency, i.e. trying to do the right thing is not compatible with trying always to doing things right. Other people believe the gap to be caused by the different paradigms of exploitation and exploration. The financial constraints of globally compet ing companies striving to become more and more lean are leaving fewer and fewer resources for the necessary experimentation to find successful innovations. Whatever the explanation one thing is certain: globally acting companies have to marry short term success with long term sustainability. They have to be at the same time competitive with current products and services and innovative to prepare future products and services. This book offers a novel view for management to address and imple ment innovation. It shows that innovation can not be ordered but has to be lived. It illustrates with real life examples, how innovation requires cour age to do the right thing and not always just the safe thing. And it shows that courage can be its own reward. I wish you stimulating reading.

Muallif haqida

Burkard Wördenweber obtained his PhD in computer science at Cambridge University, England. He headed Hella's Corporate R&D and founded the L-LAB. He is an honorary Professor at Paderborn University. Since 2004 he is in charge of Advanced Engineering at Visteon. He has published a number of books on Innovation Management.

Uwe Weissflog is founder of Pathway Guidance - Europe. He helps organisations to rediscover the human spirit as the source for novel approaches to innovation, teamwork and leadership. Thirty years of international experience as a professional and executive provide the basis for his unique style of integrating technology, processes and people into meaningful business operations.