Remy Arteaga, Joanne Hyland

Pivot

• Gebundenes Buch

Produktbeschreibung

A proven approach to achieving entrepreneurial success in new corporate ventures and startups

Every day, business and corporate startups take action based on assumptions. Yet these assumptions are based largely on guesswork that leads to everything from costly mistakes to the failure of ventures. Fortunately, there are ways to overcome these issues and excel in your business endeavors--and this book will show you how.

Engaging and informative, Pivot provides entrepreneurs with practical guidance for achieving success in corporate ventures as well as new startups. Based on more than fifteen years of academic research and many more years of experience in business and corporate startups, this book skillfully addresses topics ranging from resources and organizational uncertainties to the scope and scale of new business opportunities.
Reveals how to successfully conceptualize new business opportunities, pivot as required to experiment with these opportunities, and accelerate to the marketplace
Captures the capabilities needed to quickly build a business by understanding and systematically reducing uncertainties from market landscape and technology to talent and organizational positioning
The digital component of this book includes a world-class strategic innovation methodology that is in demand from corporations worldwide

Written with today's serious entrepreneur in mind, Pivot will provide you with the tools you'll need to get ahead of the competition and achieve consistent success.

Produktdetails

• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 320
• Erscheinungstermin: 28. Oktober 2013
• Englisch
• Abmessung: 235mm x 157mm x 22mm
• Gewicht: 612g
• ISBN-13: 9781118559710
• ISBN-10: 1118559711
• Artikelnr.: 37321292

Autorenporträt

Remy Arteaga has more than twenty years' experience in entrepreneurial, innovative, and strategic roles. Remy began his career with GM, where he was part of an internal consulting group, the sole mission of which was to change the way GM did business. There, he developed ideation, customer needs, and competitive analysis business methods that were deployed throughout the company. Following GM, Remy spent several years as an IT consultant before launching his first startup. Over the next 20 years, Remy started up five successful startups in varied industries, from medical devices to software. As COO and founder of Extreme Interactive Media, Inc., he built the company into the top competitor in its media space. In 2007, Remy was named CEO of DualAlign LLC, an Albany, New York-based technology startup focused on computer vision software solutions. Most recently, Remy served as the Program Director of the Entrepreneurship Center at Rensselaer Polytechnic Institute. Joanne Hyland is President of the rInnovation Group (rInnovation) and former Vice President, New Venture Development, at Nortel Networks. As a Founding Partner in rInnovation, Joanne works with major corporations across diverse industries in the U.S., Canada, Denmark, Germany, and elsewhere to link innovation with strategy and to develop systems, leadership and culture capabilities that drive growth and corporate renewal. Joanne speaks regularly on topics related to innovation and corporate entrepreneurship and is/has been a member of the MBA and executive education faculties at Babson College, the Business Institute in Denmark, the Danish Technical University, MIT, Rensselaer Polytechnic Institute, Stanford University, and the Tata Management Training Center. At Nortel Networks, Joanne and her team founded its internal venturing program, a multimillion-dollar investment fund that resulted in twelve business startups, one of which, Bill Me Later(R), reached close to a billion-dollar exit in October 2008 when it was bought by eBay/PayPal.

Inhaltsangabe

List of Trademarks xiii Acknowledgments xv Introduction: Is There a Better
Way? xix PART I THE TALE OF TWO ENTREPRENEURIAL WORLDS 1 CHAPTER 1: Pedal
to the Metal 3 A Little History 3 Traditional Management Tools Fail
Entrepreneurs 4 Why Startups Fail 7 Origins of the Pivot Methodology 8
Notes 10 CHAPTER 2: Innovation is Bringing Discipline to Chaos 11 Plant =
Discovery; Pivot = Incubation; Propel = Acceleration 11 Introduction to the
D-I-A Model 13 If Only I Had Known Then What I Know Now. . . 15 Innovation
Defined in the Corporate Setting 17 Beyond Invention and Creativity 18
Emerging Management Discipline 19 Innovation Definitions 21 Common Language
and Mind-Set 23 Navigating the Culture Divide 24 It's All about Uncertainty
25 Uncertainty versus Risk 25 Uncertainty Types: Technical, Market,
Resource, Organization 26 Innovation Continuum and Uncertainty 27 The ABCs
of Innovation Uncertainty 27 Notes 29 CHAPTER 3: The Corporate Entrepreneur
31 An Examination of the Definition 31 An In-Depth Look at Corporate
Entrepreneurship Models 33 Model One: Intrapreneurship 34 Model Two:
Arm's-Length Approaches--Corporate Venture Capital and External Corporate
Incubators 35 Model Three: Internal Venturing--Spin-Ins and Spin-Outs 36
Model Four: New Business Creation--Inside Corporate/R&D or Established
Divisions 38 Model Five: Open Innovation Hybrid Approach 39 Model Six: An
Innovation Function--Institutionalizing Corporate Entrepreneurship 40 A
Brief Look at Academic Research 42 A Look at Corporate Culture 43 Personal
Experiences 46 Notes 52 Additional Notes 53 CHAPTER 4: So, You Want to Be
an Entrepreneur? 55 Swinging for the Fences 56 The Academic Side 59
Personal Experiences 63 Notes 67 CHAPTER 5: Entrepreneur and Corporate
Entrepreneur: Framing the Perspectives 69 Comparing Entrepreneurs 71
Differences between Entrepreneurs and Corporate Entrepreneurs 71
Differences in the Operating Contexts 72 Progress in Understanding and
Effectively Executing the Two Different Types of Entrepreneurship 74 Notes
76 PART II PLANT = DISCOVERY--THE BUSINESS VISION 77 CHAPTER
6:Discovery-Attractiveness of the Business Opportunity 79 Discovery
Principles 81 Discovery and Open Innovation 83 Discovery Progression:
Capturing Innovation Opportunities 85 Opportunity Recognition 85
Application Generation and the Business Vision 89 The Discovery Toolkit in
Brief 92 Standard Tools 93 Idea Uncertainty Assessment Tool 93 Genesis Pad
Opportunity Description 93 Opportunity Screening Criteria 96 Opportunity
Potential Questions 97 Uncertainty Identification Checklist for Discovery
99 Opportunity Stakeholder Positioning Steps 99 Plant or Discovery Value
Pitch 99 Advanced Tools 104 Words of Caution 107 Plant Your Value Pitch:
Making the Transition to Incubation with Your Opportunity Concept 107 Notes
109 CHAPTER 7: Opportunity and the Entrepreneur 111 Opportunity Recognition
112 Technology to Market Opportunity 114 The Challenge for Universities to
Commercialize Technologies 116 The Big XYZ 118 The Value Proposition 119
The Positioning Statement 121 Notes 122 CHAPTER 8: Entrepreneur and
Corporate Entrepreneur Perspectives: Pursuit of Opportunities 123 Getting
from Idea to Opportunity 123 Attracting Attention 125 Note 127 PART III
PIVOT = INCUBATION--THE MISSING LINK 129 CHAPTER 9: Incubation--Discipline
Together with Chaos 131 Incubation Principles 133 Incubation Objectives 136
Incubation Activities and Processes 137 Incubation and Living With Chaos:
The Learning Plan 142 Short, Quick, Inexpensive Learning Loops 143 The
Learning Plan Methodology 144 Dimensions of Uncertainty 148 Learning Loop
Development Process 152 Initiating a Learning Loop 152 Evaluating Learning
Outcomes 153 General Guidelines 153 Notes 155 CHAPTER 10: Early Market
Engagement: Business Concept Options 157 Incubation Progression: Market
Learning and Business Model 158 Market Learning 160 Business Model 164
Market Development Considerations 166 Learning versus Product Prototype 166
Market Entry Approach 167 Forget about Finding the Killer Application 167
Be Out There 168 Move from Office to Market 168 Market Development = Market
Learning 169 Follow the Long and Winding Road 169 Innovation Roles 169
Building the Team 169 Success Depends on People 171 The Incubation Toolkit
in Brief 173 Standard Tools 173 Learning Plan Design Template 173
Uncertainty Identification Checklist for Incubation 174 Technical and
Market Concept Testing Approaches 174 Technical and Market Concept Testing
Outcomes 176 Genesis Pad Solution Description 176 Transition Readiness
Questions 177 Pivot or Incubation Value Pitch 179 Advanced Tools 180
Learning Approach Value and Coaching Requirements 182 Accelerated Learning
to Achieve Faster Results 182 Consistent and Timely Coaching Required 184
Pivot to Your Evolved Value Pitch: Making the Transition to Acceleration
with Your Concept Proposal 185 Notes 187 CHAPTER 11: Business Experiments
189 Knowledge Construction 190 Define Assumptions 194 Define Markets 196
Define CTA and Analytics 198 Define Product 200 Note 201 CHAPTER 12:
Validated Learning = Knowledge 203 Business Model 204 Start Executing
Experiment 206 Execute: Product, Market Group, and Call to Action (CTA) 207
Execute: Assumptions and Analytics 208 Execute: Confidence, Results, and
Knowledge Loop 209 Business Plan 212 Notes 216 CHAPTER 13: Entrepreneur and
Corporate Entrepreneur Perspectives: Incubation and Hypothesis-Driven
Learning 217 Learning Is the Antidote to Uncertainties 218 Learning How to
Learn 219 Pivot Startup Methodology and Learning Plan 220 Making the Case
for Investment 221 PART IV PROPEL = ACCELERATION--THE BUSINESS RAMP-UP 223
CHAPTER 14: Acceleration--Courage to Invest 225 Acceleration Principles 226
Moving from Uncertainty to Risk 226 Moving from Experimentation to
Development 227 Acceleration and the Phase Gate Process 228 Integrating
with Product Development 229 The Acceleration Toolkit 232 Standard Tools
232 Resource and Organization Alignment Plan 233 Market and Technology
Development Integration Plan 233 Propel or Acceleration Value Pitch 235
Advanced Tools 235 Propel Your Value Pitch: Making the Transition to
Operations with Your Business Plan 236 Notes 237 CHAPTER 15: Preparing for
Growth 239 The Startup Ecosystem 241 University Ecosystems 244 A Time to
Scale 246 Notes 249 CHAPTER 16: Entrepreneur and Corporate Entrepreneur:
The Challenges of Growth 251 The Ecosystem 252 The Laws of Diffusion and
Resistance 253 Scaling 255 Balancing TMRO 256 About the Authors 257 About
the Academic Contributing Authors 261 About the Companion Websites 265
Index 267