Andrew Binns & Charles A. O’Reilly 
Corporate Explorer 
How Corporations Beat Startups at the Innovation Game

Corporate Explorers Transform Disruption Into Opportunity With This Proven Framework

Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from inside even the largest organizations.

Corporate Explorers are part entrepreneurs, using innovation disciplines to jump start cutting-edge ideas, and part change leaders, capable of creating support for investment. They see that corporations already own the ideas, resources, and–critically–the talent to build new ventures. Companies like Amazon, Microsoft, Bosch, Lexis Nexis, and Analog Devices enable managers to put these assets to use and gain an upper hand over startups that threaten to disrupt them.

Corporate Explorer is a guidebook to the practices that enable these managers to go from idea into action. It demonstrates how success is not only possible but may offer entrenched companies better odds than venture-capital backed startups.

This actionable and proven framework explains how managers can become successful corporate innovators; it includes tools to:

* Learn how to apply innovation practices with greater discipline

* Turn great ideas into a full-time job as an innovation leader

* Experiment with and scale original business models

* Transform innovation programs into a thriving source of new business

* Attract, retain, and motivate entrepreneurial talent

* Energize employees by creating a realistic way to innovate

These lessons come from the trailblazers of corporate innovation–Andrew Binns (Change Logic), Charles O’Reilly (Stanford Graduate School of Business), and Michael Tushman (Harvard Business School)–who have decades of experience helping entrepreneurial-minded executives activate employees to become Corporate Explorers.

Entrepreneurs take notice–it’s time for Corporate Explorers to set the pace and chart the course for disruption.

Inhaltsverzeichnis

Preface and Acknowledgments ix

Section I Explore Aspiration 1

Chapter 1 Innovation Advantage 3

Beating the Odds 5

Strategic Ambition 7

Innovation Disciplines 10

Ambidextrous Organization 14

Explore Leadership 15

Explorer, Not Entrepreneur 17

Chapter Summary 19

Chapter 2 Corporate Explorers in Action 21

Explorer’s Insight 22

Purpose Driven 23

Investor Support 27

Manage Uncertainty 30

Chapter Summary 34

Chapter 3 Strategic Ambition 35

Emotion, Logic, Aspiration 36

License to Explore 39

Social Movement 42

Hunting Zones 44

Manifesto 48

Chapter Summary 50

Section II Innovation Disciplines 51

Chapter 4 Ideation: Generating Ideas for New Ventures 53

Idea Addiction 56

Solution Trap 58

Customer Discovery 60

High-Value Customer Problems 64

Idea Generation 67

Chapter Summary 69

Chapter 5 Incubate: How Corporate Explorers Learn Through Experimentation 71

Business Experiments 73

What Needs to Be True? (Hypothesis) 75

Run Experiments (Test) 78

Make Sense of Your Results (Learn) 81

Run a New Experiment (Iterate) 84

Follow the Evidence (Decide) 85

Chapter Summary 86

Chapter 6 Scale: Assembling the Assets to Build a New Venture 89

Combining Assets 92

Customers, Capabilities, Capacity 95

Scaling Paths 98

Trigger Points 102

Chapter Summary 104

Section III Ambidextrous Organization 107

Chapter 7 Explore Organization 109

Structure Options 111

Focused 113

Bottom Up 115

Top Down 118

Structure Decision 121

Chapter Summary 124

Chapter 8 Explore Business System 127

Team Design 129

Sales Team Integration 132

Corporate Functions 133

Resource Allocation 135

Feedforward Management System 137

Executive Attention 140

Chapter Summary 143

Chapter 9 Risk and Reward for the Corporate Explorer 145

Motivation Puzzle 145

Venture Model 147

Shadow Stock 148

Long- Term Incentives 150

Personal Risk 151

Corporate Explorers Motivation 153

Chapter Summary 154

Section IV Explore Leadership 155

Chapter 10 Silent Killers of Exploration 157

Core Business System 159

Preserve Professional Identity 161

Avoid Risk 163

Optimize for Short Term 166

Maximize Comfort 169

Change Leader 171

Chapter Summary 172

Chapter 11 The Double Helix: How Corporate Explorers Lead Innovation and Change 175

Future Organization 177

Storytellers 180

Social Network Leader 183

Insider or Outsider 188

Reputation Manager 191

Chapter Summary 193

Chapter 12 Readiness to Act: Leadership and Scaling a New Venture 195

Competing Commitments 197

Both/And Leadership 199

Productive Tension 202

The Mirror 204

Courage 207

Passion 209

Chapter Summary 210
Appendix: Corporate Explorer Framework 213
List of Figures and Tables 215
Notes 217
About the Authors 225
Index 231

Über den Autor

ANDREW BINNS is Co-Founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams leading transformational business changes. He is a sought-after speaker and lecturer at companies and business schools.

CHARLES O’REILLY is the Frank E. Buck Professor of Management at Stanford Graduate School of Business and a Co-Founder of Change Logic. He is Co-Director of Leading Change and Organizational Renewal.

MICHAEL TUSHMAN is a Baker Foundation Professor; Paul R Lawrence, MBA Class of 1942 Professor Emeritus; and Charles (Tex) Thornton Chair of the Advanced Management Program (AMP) at the Harvard Business School. He is also Co-Founder of Change Logic.