A destruição criativa ( Foster e Kaplan)
Objetivo desta obra: Discutir a gestão da destruição criativa para atingir a INOVAÇÃO para que a empresa dure por muitos anos
Criação do Banco de Dados de Desempenho
Corporativo da McKinsey permitindo traçar os macros efeitos
Caso do banco “East River Savings
Bank” que se tornou uma farmácia (bom exemplo de destruição criativa
A chave para as empresas é
o ritmo e a escala da mudança nos mercados, sem perder o controle das operações que supervisionam.
“Operar versus Criar” – Caso IBM
“Os ventos da destruição” – Caso Cheyenne Software
“Criação e a destruição em escala substancial” – Caso da Corning
“Criada para mudar” - a Destruição Criativa deva ser prioritária em relação às operações
“Liderando a Destruição Criativa” - gerenciar a Destruição Criativa
“Como decuplicar a criação” - poder de inovação do mercado
“Controle, permissão e risco” - eliminar a surpresa x surpreender.
“Definindo o ritmo e a escala da mudança” – Caso Johnson & Johnson
“A onipresença da Destruição Criativa” - apanhado das ideias de Schumpeter
Competitive Advantage Achievement through
Innovation and Knowledge
Knowledge as an important element in the process of innovations
without the right people with knowledge and experience it is impossible to achieve the required level of innovations
It is impossible to succeed in
today’s world without permanent development of knowledge, skills and abilities
The industrial society has been transforming into a knowledge society
Employees become a key resource for
To provide each
employee with time for creative self-realisation
Managers should therefore be
to support individual initiatives and creativity of individual employees
To gain right innovativeness of the organisation the following preconditions should be fullfilled
To develop an appropriate innovative culture in the organisation
To strengthen the innovative potential by linking the existing fragments of knowledge resources
and to create new markets
To effectively use the potential of knowledge workers in the organisation by practical realization
of their ideas
To stimulate individual ideas and to motivate staff to trust the leaders to come up with new
To group managers and specialists with a different specialisation from the external and internal
environment of the organisation in order to generate new ideas
To continuously support and to motivate small and medium organisations which form the
largest group of innovators
Innovations are a key source of a competitive advantage that determines the economic success
of each organisation
WIKINOMICS (Tapscott & Willians) Inovação Compartilhda
Uso da tecnologia
Linux, Wikipedia, Procter & Gamble
Colaboração em massa
Compartilhamento de muitas pessoas
Aumenta a capacidade de INOVAÇÃO
Universalização do conhecimento
Competição Analítica (Thomas H. Davenport, Jeanne G. Harris)
Pesquisa junto às organizações que implementam processos ligados a inteligência analítica (BI)
termo: BIG DATA
De onde vêm as boas ideias (Steven Johnson)
Bagunça organizada (combinar os pensamentos
Não rejeite o erro
Adapte as ideias
Perder o foco é importante (tenha um hobby)
A vida é melhor em grupo
Não existe 'Eureka'
Tempo para pensar
BUSINESS MODEL INNOVATION:
CREATING VALUE IN TIMES OF CHANGE
Business model innovation
should realize that:
Business models are boundary-spanning systems of activities centered on a focal firm
There are numerous interdependencies among the activities in a business model
Business models create value for all the parties involved
Business models can be an important source of
innovation, particularly during periods of:
during periods of change
change and resource scarcity
volatility in both capital and real markets
Look at the forest, not the trees
Get the overall
design of your activity system right, before optimizing details
Clusters of Entrepreneurship and Innovation
entrepreneurship and innovation in the United States
Industrial Policy, Entrepreneurship and Clusters
industrial policy helps internalize externalities
The existence of industrial clusters seems to suggest that there are externalities across firms, which provides intellectual support to policies that encourage industries
These policies are seen as tools for fighting centralized poverty by encouraging nearby business formation.
The focus here is on
local policies towards innovation and entrepreneurship
Modern cluster policy also reflects a sense that there are strong local externalities that can be coordinated by a governmental entity that connects different firms.
Cluster policies for entrepreneurship and innovation occupy a very distinct place in this scheme.
Entrepreneurship, Innovation and Local Growth
Entrepreneurship and innovation are good for the local area.
A key question for local innovation policy is whether there is anything that can be done to inculcate more of that local entrepreneurship.
Clusters are seen as a tool for advancing that goal, and we turn to the empirical evidence on economic clustering next.
Spatial Concentration for Entrepreneurship and Innovation
The case for cluster policies depends on the existence of strong cross-firm spillovers that generate clusters naturally and justify spatially-oriented entrepreneurship policies.
It only makes sense to cluster those entrepreneurs if those spillovers either work non-linearly in local areas or if only entrepreneurs benefit from the clustering with each other.
Entrepreneurship and innovation are even more spatially concentrated than general industry.
There is at least some correlational evidence suggesting that industrial monocultures do poorly and some coarse evidence that technological diversity is associated with greater R&D ( Research and Development) spending.
Some industries require specialized infrastructure, including physical highways and information highways.
Spatial Determinants of Entrepreneurship and Innovation Clusters
Even if clusters of entrepreneurship are good for local growth, it is less clear that cities or states have the ability to generate those clusters. Issues to consider:
General Traits of Cities
A City is Full of Different People and Places
It´s important focuses on a better understanding of places and spatial distances within cities
Policies for Encouraging Entrepreneurial Clusters
Policies to Increase the “Local Supply” of Entrepreneurs
Direct Subsidies and Targeted Tax Breaks to Promote Entrepreneurship
Regional Clusters Policies to Promote Entrepreneurship
New Federal Focus on Promoting High-Growth Entrepreneurship in Clusters
Other Relevant Federal Efforts to Promote High-Growth Entrepreneurship