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1、Innovation:TheClassicTrapsKeyideasfromtheHarvardBusinessReviewarticleByRosabethMossKanterTheIdeainBriefMostcompaniesfuelgrowthbycreatingnewproductsandservices.Yettoomanyfirmsrepeatthesamegrowth-sappingmistakesintheireffortstoinnovate.Forexample,somecompaniesadoptthewrongstrategy:inve
2、stingonlyinideastheythinkwillbecomeblockbusters.Result?Smallideasthatcouldhavegeneratedbigprofitsgetrejected.Foryears,Time,Inc.didn'tdevelopnewpublications:managerswantedanystart-uptosucceedonthesamescaleastheenormouslypopularPeoplemagazine.OnlyafterTimedecidedtogambleonalargenumbero
3、fnewpublicationsdidrevenuesrise.Othercompanieserronthesideofprocess-stranglinginnovationsbysubjectingthemtothestrictperformancecriteriatheirexistingbusinessesmustfollow.AtAlliedSignal,newInternet-basedproductsandserviceshadtosatisfythesamefinancialmetricsasestablishedbusinesses.Budge
4、tscontainednofundsforinvestment--somanagersworkingoninnovationshadtofindtheirownfunding.Theconsequences?Retrofittedversionsofoldideas.Toavoidsuchtraps,Kanteradvocatesapplyinglessonsfrompastfailurestoyourinnovationefforts.Forinstance,augmentpotential"bigbets"withpromisingmidrangeideas
5、andincrementalinnovations.Andaddflexibilitytoyourinnovationplanning,budgeting,andreviews.Yourreward?Betteroddsthatthenewideaspercolatinginyourcompanytodaywillscoreprofitablesuccessesinthemarkettomorrow.TheIdeainPracticeToinnovatesuccessfully,replacecommonmistakeswithpotentremedies:St
6、rategyMistakes?Rejectingopportunitiesthatatfirstglanceappeartoosmall.?Assumingthatonlynewproductscount--notnewservicesorimprovedprocesses.?Launchingtoomanyminorproductextensionsthatconfusecustomersandincreaseinternalcomplexity.Remedy:Widenyoursearchandbroadenyourscope.Supportafewbigb
7、etsatthetopthatrepresentcleardirectionsforthefutureandreceivethelion'sshareofinvestment.Alsocreatea-1-portfolioofpromisingmidrangeideas.Andfundabroadbaseofearlystageideasorincrementalinnovations.ProcessMistakes?Stranglinginnovationwiththesametightplanning,budgeting,andreviewsappliedt
8、oexistingbus
