Entrepreneurship
The Discipline of Innovation by Peter F Drucker .
Reprint r0208f
August 2002
HBR Case Study The Sputtering R&D Machine
Martha Craumer
r0208a
Voices Inspiring Innovation Creativity Under the Gun
Teresa M. Amabile, Constance N. Hadley, and Steven J. Kramer
r0208b
r0208c
The Failure -Tolerant Leader
Richard Farson and Ralph Keyes
r0208d r0208e
Breaking Out of the Innovation Box
John D. Wolpert
Best of HBR The Discipline of Innovation
Peter F Drucker .
r0208f r0208g r0208h r0208j
Research That Reinvents the Corporation
John Seely Brown
Tough-Minded Ways to Get Innovative
Andrall E. Pearson
Organizing for Innovation: When Is Virtual Virtuous?
Henry W. Chesbrough and David J. Teece
Creativity Is Not Enough
Theodore Levitt
r0208k
In Closing Stumbling into Brilliance
Danny Hillis
r0208l
BEST OF HBR
1985
The Discipline
of Innovation by Peter F Drucker .
How much of innovation is inspiration, and how much is hard work? If it’s mainly the former, then management’s role is limited: Hire the right people, and get out of their way. If it’s largely the latter, management must play a more vigorous role: Establish the right roles and processes, set clear goals and relevant measures, and review progress at every step. Peter Drucker, with the masterly subtlety that is his trademark, comes down somewhere in the middle. Yes, he writes in this article, innovation is real work, and it can and should be managed like any other corporate function. But that doesn’t mean it’s the same as other business activities. Indeed, innovation is the work of knowing rather than doing. Drucker argues that most innovative business ideas come from methodically analyzing seven areas of opportunity, some of which lie within particular companies or industries and some of which lie in broader social or demographic trends. Astute managers will ensure that their organizations maintain a clear focus on all seven. But analysis will
Reprint r0208f
August 2002
HBR Case Study The Sputtering R&D Machine
Martha Craumer
r0208a
Voices Inspiring Innovation Creativity Under the Gun
Teresa M. Amabile, Constance N. Hadley, and Steven J. Kramer
r0208b
r0208c
The Failure -Tolerant Leader
Richard Farson and Ralph Keyes
r0208d r0208e
Breaking Out of the Innovation Box
John D. Wolpert
Best of HBR The Discipline of Innovation
Peter F Drucker .
r0208f r0208g r0208h r0208j
Research That Reinvents the Corporation
John Seely Brown
Tough-Minded Ways to Get Innovative
Andrall E. Pearson
Organizing for Innovation: When Is Virtual Virtuous?
Henry W. Chesbrough and David J. Teece
Creativity Is Not Enough
Theodore Levitt
r0208k
In Closing Stumbling into Brilliance
Danny Hillis
r0208l
BEST OF HBR
1985
The Discipline
of Innovation by Peter F Drucker .
How much of innovation is inspiration, and how much is hard work? If it’s mainly the former, then management’s role is limited: Hire the right people, and get out of their way. If it’s largely the latter, management must play a more vigorous role: Establish the right roles and processes, set clear goals and relevant measures, and review progress at every step. Peter Drucker, with the masterly subtlety that is his trademark, comes down somewhere in the middle. Yes, he writes in this article, innovation is real work, and it can and should be managed like any other corporate function. But that doesn’t mean it’s the same as other business activities. Indeed, innovation is the work of knowing rather than doing. Drucker argues that most innovative business ideas come from methodically analyzing seven areas of opportunity, some of which lie within particular companies or industries and some of which lie in broader social or demographic trends. Astute managers will ensure that their organizations maintain a clear focus on all seven. But analysis will