Above all the book runs counter to the fashionable claim that the starting-point for business success should be to find a 'blue-sky', 'out-of-the-box' breakthrough innovation. Barwise and Meehan use many compelling cases to illustrate how managers can find ways within their existing network and organization to achieve long term growth.
Get A Copy. Hardcover , pages. Published March 11th by Jossey-Bass first published January 1st More Details Other Editions 5. Friend Reviews. To see what your friends thought of this book, please sign up. To ask other readers questions about Beyond the Familiar , please sign up.
Lists with This Book. This book is not yet featured on Listopia. Community Reviews. Showing Rating details. She has written twenty-six textbooks on management and more than articles. Professor Alas lectures on Change Management.
Beyond the Familiar: Long-Term Growth through Customer Focus and Innovation [Patrick Barwise, Sean Meehan] on teverjasanfro.gq *FREE* shipping on. Beyond the Familiar: Long-Term Growth through Customer Focus and Innovation still reliably delivering it; Drive the market by innovating beyond the familiar.
Her research focuses on change and innovation management, crisis management, employee attitudes, learning abilities, organisational culture, leadership, business ethics and corporate social responsibility. In addition, he is the co-editor of the book series Foundations of Business Ethics published by Blackwell. Hoffman has been an invited speaker on business ethics for organizations and associations around the world, and has been quoted and featured on many occasions in print and broadcast media.
Every company can successfully innovate beyond the familiar, although it does mean being willing to go beyond your comfort zone. We offer a general framework to help you do it. What can your company learn from its success?
There are two possible mistaken responses:. The reality is more down-to-earth and more relevant to your company than that. Apple puts in a lot of unseen grunt work to deliver its brand promise reliably day after day and continuously improve it year after year. It did not give the world the first online music store, integrated music offering, smart-phone, or tablet computer.
Yet Apple dominates these markets with premium-priced high-end offers which combine features and capabilities initially developed by others, backed by solid investments in brand communications, product and service design and innovation, and world-class execution. All its products benefit from the Apple brand and further reinforce it, boosting sales of the other products. Apple dominates the markets with premium-priced high-end offers which combine features and capabilities initially developed by others, backed by solid investments in brand communications, product and service design and innovation, and world-class execution.
You can do the same. Consider the iPod. Apple learned from the many earlier offers that had failed to take off that yes, compactness was good, but not at the expense of capacity, battery life, ease of use or attractive design. But it was the first to succeed in bringing the real — unfamiliar — benefits of an MP3 player to the premium end of the mass consumer electronics market.
The original iPod was beset with problems. The iPad follows the same pattern. Like the iPod and iPhone, it brought consumers benefits beyond their previous experience. Again, within a year, Apple launched the iPad2 with a camera and lighter, faster and thinner than its predecessor. A year on, the iPad3 offers a higher resolution screen, faster chips and the option of connection to the latest high-speed 4G networks.
The iPad drives and dominates the growing market for portable electronic media consumption — but it has achieved that success as a user-focused follower and relentless improver. No-one knows how long Apple will manage to keep hitting the sweet spot — it has failed to keep its eye on the ball a few times and is now facing tough new competition from Google and others. But every company can learn from it.
An open organization is therefore essential for long-term success. These must be addressed in order to provide the platform for the final step — the focus of this article — Innovation Beyond the Familiar.
With these other pieces in place, you probably have a very healthy business. The greatest risk you then face is in not going the extra mile.
To ensure you do that, we suggest you:. Look beyond your comfort zone When a disruptive new technology or competitor appears from nowhere, like Apple and Google bursting into the mobile handset market, established players like Nokia obviously need to respond urgently, almost certainly going outside their strategic comfort zone. What are the mavericks and troublemakers within the company trying to tell us? What future surprises could really hurt us — or help us?
GE maps opportunities against two dimensions: technologies and markets. Problem solving on a bigger scale… ecosystem level. One reason to focus on adjacencies rather than on areas where the company has no competitive advantage is so that you can use your existing brand. A strong brand reduces the cost and risk of launching new products and services, which — provided they deliver the customer promise — then reinforce the parent brand.
If the new product tries to stretch the brand too far, not only will it lack credibility, it may also dilute and weaken the parent brand.
Details if other :. The creative genre can help us dream bigger. Because they meet customer needs better than the competition, again and again, they are able to generate sustainable, profitable, market-leading organic growth. Essentially, optimizing innovation improves upon the past. A number of traditional banks have established their own digital banks. Will modifications to legacy systems be sufficient to give you the flexibility to compete in the future? Although it sometimes gives us comfort to think we are different, we are not totally unique in this way.