Cover image for What's the big idea? : creating and capitalizing on the best management thinking
Title:
What's the big idea? : creating and capitalizing on the best management thinking
Author:
Davenport, Thomas H., 1954-
Personal Author:
Publication Information:
Boston, Mass. : Harvard Business School Press, [2003]

©2003
Physical Description:
xi, 242 pages : illustrations ; 25 cm
Language:
English
Contents:
Winning with ideas : how business ideas are linked to business success -- The idea practitioners : who introduces ideas to organizations? -- Ideas at work : it's the content that counts -- The guide to gurus : where good management ideas come from -- Market savvy : how ideas interact with markets -- Will it fit? : find ideas that fit your organization--then sell them -- The reengineering tsunami : a case story of an idea that became a tidal wave -- Knowledge management : case story of "P-Cycle" movement -- Idea-based leadership : how can your organization lead with ideas -- A select survey of business and management ideas.
ISBN:
9781578519316
Format :
Book

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Summary

Summary

The secrets of successful idea practitioners change management. Reengineering. Knowledge management. Major new management ideas are thrown at today's companies with increasing frequency - and each comes with evangelizing gurus and eager-to-assist implementation consultants. Only a handful of these ideas will be a good fit for your organization. Choose the right idea at the right time and your company can become more efficient, more effective, and more innovative. Choose the wrong one - or jump on the right bandwagon too late - and your company could fall hopelessly behind. Thomas H. Davenport and Laurence Prusak say that some managers have found ways to improve their odds of success in the risky but essential game of idea management. In "What's the Big Idea?, they introduce a largely unsung class of managers they call - idea practitioners - individuals who do the real work of importing and implementing new ideas into businesses.While gurus reap most of the credit when big ideas take flight, Davenport and Prusak's research reveals that idea practitioners actually play the most important role: they turn the right ideas into action. Drawing from decades of consulting, academic, and business experience and from their novel study of more than 100 of these critical change leaders, "What's the Big Idea?" offers tools and frameworks for: assessing the merits of the top business gurus; scanning and tracking emerging ideas in the marketplace; distinguishing promising ideas from rhetoric; refining ideas to suit your organization's particular needs; packaging and selling the idea internally; and ensuring successful implementation.Davenport and Prusak prove that there are no faddish management ideas - only faddish ways of adopting them. Encouraging managers to embrace the power of ideas while avoiding the hype that often accompanies them, this pragmatic guide shows how passion and reason combine to build innovative companies.


Author Notes

Thomas H. Davenport is the President's Distinguished Chair at Babson College and a research fellow at the MIT Center for Digital Business. Laurence Prusak is the Director of IBM's Institute for Knowledge Management. Jim Wilson is an associate of the Institute for Strategic Change.


Reviews 1

Choice Review

Three research scholars, consultants, and professionals with extensive practical and teaching experience in the field of strategic change explain in this interesting and thoughtful book how organizational success is linked to implementing good business ideas. They discuss how to evaluate and select the right business ideas to fit each organization and improve its performance. In the appendixes they identify (1) more than 135 leading business ideas; (2) the sources of good ideas by ranking 200 of the leading writers and theorists (gurus); and (3) about 60 business-change practitioners in various organizations. Some of the practitioners are profiled in the text as well. The authors give examples of companies in the same industry that achieve success by implementing good business ideas (e.g., General Electric) and those that perform badly as a result of a failure to implement good business ideas (e.g., Westinghouse.) They provide many examples and case studies on how to implement good business ideas in an organization. References from the business press, business journals, and classic business books are listed at the end of the volume for each chapter. ^BSumming Up: Recommended. Business students, upper-division undergraduate and up; faculty; and practitioners. D. W. Huffmire emeritus, University of Connecticut