Teaming to Innovate
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Teaming to Innovate
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Teaming to Innovate
Teaming to Innovate explores the essential link between teamwork and innovation. Just as assembly lines revolutionised car production, teaming is crucial to fostering innovation.
This book gathers key insights on how to effectively create and nurture a culture of innovation. It addresses fundamental questions: How do you build a culture of innovation? What does this culture look like? How does it evolve and grow? How are teams most effectively created and then nurtured? What is a leader's role within this culture?
Teaming to Innovate acts as a roadmap, outlining five necessary steps along the path: Aim High, Team Up, Fail Well, Learn Fast, and Repeat. Understand that this journey is not without its challenges.
To illustrate each critical step, the book presents real-life scenarios that demonstrate how teaming to innovate can ignite creativity, clarify goals, and redefine leadership. These examples reveal how successful teaming provides the spark needed to fertilise creativity and propel innovation forward.
Series: J-B Short Format Series
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INFORMATION
ISBN: 9781118856277
Publisher: John Wiley & Sons Inc
Format: Paperback / softback
Date Published: 07 May 2014
Country: United States
Imprint: Jossey-Bass Inc.,U.S.
Audience: Professional and scholarly
DIMENSIONS
Spine width: 15.0mm
Width: 127.0mm
Height: 175.0mm
Weight: 113g
Pages: 144
About the Author
Amy Edmondson is the Novartis Professor of Leadership andManagement at the Harvard Business School, where sheteaches courses in leadership, organizational learning andoperations management in the MBA and Executive Education programs.Her writings on organizational learning and leadership have beenpublished in more than 60 articles in academic and managementjournals, and she has consulted widely on these topics fororganizations around the world. Before her academic career,she was Director of Research at Pecos River Learning Centers, whereshe worked with founder and CEO Larry Wilson to design andimplement change programs in large companies including GeneralMotors, DuPont, Sears and others. Her recent consulting activitiesinclude projects on organizational learning and team effectivenessin such organizations as Federal Express, The Monitor Company,Nortel, American Heart Association, and Harvard Pilgrim HealthCare.
Also by Amy C. Edmondson
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