In an increasingly digital and connected environment, leaders of established companies frequently... more In an increasingly digital and connected environment, leaders of established companies frequently find themselves facing opportunities that they—or even their industries—cannot seize alone. Instead of relying on start-ups to create innovations and then buying in to them, organizations are taking part in a process that the authors call ecosystem innovation, collaborating to develop and then commercialize new concepts. Cisco Hyperinnovation Living Labs (CHILL) differs from seemingly similar approaches, such as R&D alliances, because it focuses on the fast and agile commercialization of ideas without a complicated intellectual property agreement. It also differs from traditional partnership efforts, because it brings multiple partners together at a very early stage all at once. In this article the authors discuss how large companies can develop their own ecosystem innovation capabilities, using Cisco’s process as an example. They describe the basic principles and the process, identify the most common traps, and explain how leaders can capture valuable opportunities. The process allows companies to bring extremely diverse ideas, skills, and resources together to solve ecosystem-level problems at an astonishing speed. INSET: Learning from R&D Alliances. [ABSTRACT FROM AUTHOR]
Recent scholarly work has highlighted the negative consequences associated with exhibiting creati... more Recent scholarly work has highlighted the negative consequences associated with exhibiting creativity at work. This bias against creativity seems to run counter to anecdotal evidence praising creat...
This book is filled with the concepts, ideas, and practical suggestions that are needed for any m... more This book is filled with the concepts, ideas, and practical suggestions that are needed for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples.
Executive OverviewLockheed Martin Corporation was formed in 1995 with the merger of two of the wo... more Executive OverviewLockheed Martin Corporation was formed in 1995 with the merger of two of the world's premier technology companies, Lockheed Corporation and Martin Marietta Corporation. In 1996 Lockheed Martin completed its strategic combination with the defense electronics and systems integration businesses of Loral. Lockheed Martin currently employs about 125,000 people worldwide and is principally engaged in the research, design, development, manufacture, and integration of advanced technology systems, products, and services. Its operating units are organized into broad business areas, including aeronautics (e.g., tactical aircraft, airlift, and aeronautical research and development), space systems (e.g., space launch, commercial satellites, government satellites, and strategic missiles), systems integration (e.g., missiles and fire control, naval systems, platform integration, and C4I), and technology services (e.g., federal services, energy programs, commercial IT, and aeronautical services). In 200...
I. CURRENT ISSUES IN TEAM BUILDING. 1. Introduction. 2. Organizational Team Building: What Compan... more I. CURRENT ISSUES IN TEAM BUILDING. 1. Introduction. 2. Organizational Team Building: What Companies Say and What They Do. 3. Dimensions of Teams. 4. Uses of Teams. 5. Pretended Agreement Versus Constructive Controversy. 6. Team Development Through Leadership Training. 7. Building the Collaborative Team Organization. III. ALTERNATIVE TEAM-BUILDING DESIGNS. 8. Preparing for Team Building. 9. Designing a Team-Building Program. 10. Handling Conflict and Confusion in Teams. 11. Developing the Temporary Team. 12. Following Up: What Happens After the Team-Building Session. 13. Reducing Interteam Conflict. 14. Where Does Team Building Go from Here?
... I thank my father for being my intellectual guide and mentor, and for teaching me how to ... ... more ... I thank my father for being my intellectual guide and mentor, and for teaching me how to ... largely because they have organized and man-aged their production networks more effectively ... Moreover, the principles they have used to create collaborative advan-tage are applicable to ...
This book is filled with the concepts, ideas, and practical suggestions that are needed for any m... more This book is filled with the concepts, ideas, and practical suggestions that are needed for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples.
In this paper, we address the question: To what extent does a firm reputation for innovation (bei... more In this paper, we address the question: To what extent does a firm reputation for innovation (being known for something) drive a firm’s market premiums above general reputation (being known), gener...
Executive OverviewLockheed Martin Corporation was formed in 1995 with the merger of two of the wo... more Executive OverviewLockheed Martin Corporation was formed in 1995 with the merger of two of the world's premier technology companies, Lockheed Corporation and Martin Marietta Corporation. In 1996 Lockheed Martin completed its strategic combination with the defense electronics and systems integration businesses of Loral. Lockheed Martin currently employs about 125,000 people worldwide and is principally engaged in the research, design, development, manufacture, and integration of advanced technology systems, products, and services. Its operating units are organized into broad business areas, including aeronautics (e.g., tactical aircraft, airlift, and aeronautical research and development), space systems (e.g., space launch, commercial satellites, government satellites, and strategic missiles), systems integration (e.g., missiles and fire control, naval systems, platform integration, and C4I), and technology services (e.g., federal services, energy programs, commercial IT, and aeronautical services). In 200...
Research Summary: This paper extends the relational view to offer a dynamic perspective on the fa... more Research Summary: This paper extends the relational view to offer a dynamic perspective on the factors that drive value creation and value capture over the alliance life cycle. We argue that access to complementary resources provides an initial rationale for forming alliances, but benefits from complementarity can attenuate over time. Indeed, viewed dynamically, factors that often lead to higher value creation—informal trust, repeated ties, customized assets—may also lead to diminished alliance performance. We highlight interdependence between the complementary resources of partners as the critical factor determining the pattern of alliance value creation, notably how quickly alliances generate value and how quickly they are likely to dissolve. We identify factors, both internal and external to the alliance, that trigger diminished value creation and increased competition for value capture among partners. Managerial Summary: The “relational view” perspective has shown that firms cre...
Los modelos de negocio �gratis� popularizados en el mundo digital por empresas como Google, Adobe... more Los modelos de negocio �gratis� popularizados en el mundo digital por empresas como Google, Adobe y Mozilla se estan extendiendo a los mercados en el mundo fisico. ?Como deberian responder las empresas establecidas? Los autores han descubierto que algunas se apresuran al ofrecer sus propios productos gratis. Muchas otras o no se mueven lo suficientemente rapido o simplemente no son capaces de responder en absoluto, incluso cuando tienen los recursos para ganar una batalla frontal. Piense en la reticencia de casi todos los periodicos estadounidenses para responder al ataque de Craigslist a su negocio de avisos clasificados. Para determinar el nivel de la amenaza provocada por un producto rival gratis, una empresa deberia evaluar la tasa a la cual sus propios clientes que pagan estan desertando versus cuan rapidamente esta creciendo la base de usuarios del nuevo competidor. La mayoria de los incumbentes puede repeler la arremetida al introducir una mejor oferta de productos y servicios gratis y generar ingresos y utilidades a traves de tacticas como up-selling (empezar a vender productos de categoria superior), venta cruzada, venta de acceso a sus clientes y paquetes del producto gratis con otros que se pagan. Adoptar estrategias de lo gratis no es facil para los ejecutivos de empresas establecidas. Un obstaculo es la estructura del centro de utilidades, la cual hace imposible considerar los ingresos y costos de un producto en forma separada. Otro impedimento es el sistema de contabilidad de costos, el cual no es bueno para identificar el gasto real de generar productos y servicios adicionales. Para superar estos desafios, los ejecutivos pueden trasladar la responsabilidad por las utilidades hacia arriba, mover las responsabilidades por los ingresos y costos hacia abajo a grupos separados y alejarse del sistema de contabilidad de costos. Pueden encontrarse con una flexibilidad para fijar precios que no sabian que tenian.
In an increasingly digital and connected environment, leaders of established companies frequently... more In an increasingly digital and connected environment, leaders of established companies frequently find themselves facing opportunities that they—or even their industries—cannot seize alone. Instead of relying on start-ups to create innovations and then buying in to them, organizations are taking part in a process that the authors call ecosystem innovation, collaborating to develop and then commercialize new concepts. Cisco Hyperinnovation Living Labs (CHILL) differs from seemingly similar approaches, such as R&D alliances, because it focuses on the fast and agile commercialization of ideas without a complicated intellectual property agreement. It also differs from traditional partnership efforts, because it brings multiple partners together at a very early stage all at once. In this article the authors discuss how large companies can develop their own ecosystem innovation capabilities, using Cisco’s process as an example. They describe the basic principles and the process, identify the most common traps, and explain how leaders can capture valuable opportunities. The process allows companies to bring extremely diverse ideas, skills, and resources together to solve ecosystem-level problems at an astonishing speed. INSET: Learning from R&D Alliances. [ABSTRACT FROM AUTHOR]
Recent scholarly work has highlighted the negative consequences associated with exhibiting creati... more Recent scholarly work has highlighted the negative consequences associated with exhibiting creativity at work. This bias against creativity seems to run counter to anecdotal evidence praising creat...
This book is filled with the concepts, ideas, and practical suggestions that are needed for any m... more This book is filled with the concepts, ideas, and practical suggestions that are needed for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples.
Executive OverviewLockheed Martin Corporation was formed in 1995 with the merger of two of the wo... more Executive OverviewLockheed Martin Corporation was formed in 1995 with the merger of two of the world's premier technology companies, Lockheed Corporation and Martin Marietta Corporation. In 1996 Lockheed Martin completed its strategic combination with the defense electronics and systems integration businesses of Loral. Lockheed Martin currently employs about 125,000 people worldwide and is principally engaged in the research, design, development, manufacture, and integration of advanced technology systems, products, and services. Its operating units are organized into broad business areas, including aeronautics (e.g., tactical aircraft, airlift, and aeronautical research and development), space systems (e.g., space launch, commercial satellites, government satellites, and strategic missiles), systems integration (e.g., missiles and fire control, naval systems, platform integration, and C4I), and technology services (e.g., federal services, energy programs, commercial IT, and aeronautical services). In 200...
I. CURRENT ISSUES IN TEAM BUILDING. 1. Introduction. 2. Organizational Team Building: What Compan... more I. CURRENT ISSUES IN TEAM BUILDING. 1. Introduction. 2. Organizational Team Building: What Companies Say and What They Do. 3. Dimensions of Teams. 4. Uses of Teams. 5. Pretended Agreement Versus Constructive Controversy. 6. Team Development Through Leadership Training. 7. Building the Collaborative Team Organization. III. ALTERNATIVE TEAM-BUILDING DESIGNS. 8. Preparing for Team Building. 9. Designing a Team-Building Program. 10. Handling Conflict and Confusion in Teams. 11. Developing the Temporary Team. 12. Following Up: What Happens After the Team-Building Session. 13. Reducing Interteam Conflict. 14. Where Does Team Building Go from Here?
... I thank my father for being my intellectual guide and mentor, and for teaching me how to ... ... more ... I thank my father for being my intellectual guide and mentor, and for teaching me how to ... largely because they have organized and man-aged their production networks more effectively ... Moreover, the principles they have used to create collaborative advan-tage are applicable to ...
This book is filled with the concepts, ideas, and practical suggestions that are needed for any m... more This book is filled with the concepts, ideas, and practical suggestions that are needed for any manager to have at hand if he or she is a member or creator of a committee, team, task-force, or any other activity involving collaboration among several people. The ideas are proven by several decades of experience and well-supported in the text with numerous examples.
In this paper, we address the question: To what extent does a firm reputation for innovation (bei... more In this paper, we address the question: To what extent does a firm reputation for innovation (being known for something) drive a firm’s market premiums above general reputation (being known), gener...
Executive OverviewLockheed Martin Corporation was formed in 1995 with the merger of two of the wo... more Executive OverviewLockheed Martin Corporation was formed in 1995 with the merger of two of the world's premier technology companies, Lockheed Corporation and Martin Marietta Corporation. In 1996 Lockheed Martin completed its strategic combination with the defense electronics and systems integration businesses of Loral. Lockheed Martin currently employs about 125,000 people worldwide and is principally engaged in the research, design, development, manufacture, and integration of advanced technology systems, products, and services. Its operating units are organized into broad business areas, including aeronautics (e.g., tactical aircraft, airlift, and aeronautical research and development), space systems (e.g., space launch, commercial satellites, government satellites, and strategic missiles), systems integration (e.g., missiles and fire control, naval systems, platform integration, and C4I), and technology services (e.g., federal services, energy programs, commercial IT, and aeronautical services). In 200...
Research Summary: This paper extends the relational view to offer a dynamic perspective on the fa... more Research Summary: This paper extends the relational view to offer a dynamic perspective on the factors that drive value creation and value capture over the alliance life cycle. We argue that access to complementary resources provides an initial rationale for forming alliances, but benefits from complementarity can attenuate over time. Indeed, viewed dynamically, factors that often lead to higher value creation—informal trust, repeated ties, customized assets—may also lead to diminished alliance performance. We highlight interdependence between the complementary resources of partners as the critical factor determining the pattern of alliance value creation, notably how quickly alliances generate value and how quickly they are likely to dissolve. We identify factors, both internal and external to the alliance, that trigger diminished value creation and increased competition for value capture among partners. Managerial Summary: The “relational view” perspective has shown that firms cre...
Los modelos de negocio �gratis� popularizados en el mundo digital por empresas como Google, Adobe... more Los modelos de negocio �gratis� popularizados en el mundo digital por empresas como Google, Adobe y Mozilla se estan extendiendo a los mercados en el mundo fisico. ?Como deberian responder las empresas establecidas? Los autores han descubierto que algunas se apresuran al ofrecer sus propios productos gratis. Muchas otras o no se mueven lo suficientemente rapido o simplemente no son capaces de responder en absoluto, incluso cuando tienen los recursos para ganar una batalla frontal. Piense en la reticencia de casi todos los periodicos estadounidenses para responder al ataque de Craigslist a su negocio de avisos clasificados. Para determinar el nivel de la amenaza provocada por un producto rival gratis, una empresa deberia evaluar la tasa a la cual sus propios clientes que pagan estan desertando versus cuan rapidamente esta creciendo la base de usuarios del nuevo competidor. La mayoria de los incumbentes puede repeler la arremetida al introducir una mejor oferta de productos y servicios gratis y generar ingresos y utilidades a traves de tacticas como up-selling (empezar a vender productos de categoria superior), venta cruzada, venta de acceso a sus clientes y paquetes del producto gratis con otros que se pagan. Adoptar estrategias de lo gratis no es facil para los ejecutivos de empresas establecidas. Un obstaculo es la estructura del centro de utilidades, la cual hace imposible considerar los ingresos y costos de un producto en forma separada. Otro impedimento es el sistema de contabilidad de costos, el cual no es bueno para identificar el gasto real de generar productos y servicios adicionales. Para superar estos desafios, los ejecutivos pueden trasladar la responsabilidad por las utilidades hacia arriba, mover las responsabilidades por los ingresos y costos hacia abajo a grupos separados y alejarse del sistema de contabilidad de costos. Pueden encontrarse con una flexibilidad para fijar precios que no sabian que tenian.
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