Too Good To Fail: Creating Marketplace Value from the World's Brightest Minds (Management for Professionals)

Too Good To Fail: Creating Marketplace Value from the World's Brightest Minds (Management for Professionals)

Clifford M. Gross

Language: English

Pages: 112

ISBN: 3319002805

Format: PDF / Kindle (mobi) / ePub

Too Good to Fail: Creating Marketplace Value form the World’s Brightest Minds is a guide for senior managers seeking to address their need to rapidly develop globally innovative products with constrained R&D budgets. It creates a practical strategy to address and bring together, for the first time, the emergence of open innovation networks, intellectual property, technology transfer and the ubiquitous compression of technology development time lines in a clear, connected and lucid manner. In the industry today, companies look to remain competitive in the face of the convergence of global innovation networks and sub-optimal equity markets. This book offers a new perspective, turning what was once perceived as a weakness into a strength. Drastic action is required to address the inability of companies to control the development of new technology. It requires relinquishing the illusion of control over new technology development and embracing crowdsourcing discoveries from the world’s leading research institutions to exogenously replace the “R” of corporate “R&D.” The synthesis of the literatures on open innovation and technology transfer should prove useful to the growing number of practitioners in technology transfer. The recent global emergence of Patent Box tax relief has for the first time created the financial incentives for firms to seek to create marketplace value from university intellectual capital, to improve both their competitiveness and after tax income.

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Noteworthy, as previously mentioned, approximately 78 %25 of these patent pending technologies go unlicensed and therefore never become commercialized. The number of small cap, public companies in the U.S., includes approximately 2,200 firms between $50 M and $300 M in market cap26 and in the UK there are approximately 1,100 AIM listed small cap companies, of roughly the same size. Few of these companies can afford a $4.18 M new technology development program with a statistical 78 % failure rate.

powered vehicles. A sagacious course of action can rapidly accelerate market development and enhance the quality of participant relationships and therefore the potential for revenue generation by companies. There are many network strategies and amalgams that can be leveraged, including1: Primordial: Similar nodes, common social identity, i.e., diamond merchants. Supply Chain: Dissimilar nodes, common company, or work identity, i.e., a car company’s suppliers. Invisible College: Similar and

demonstrate an enthusiasm for cultural engineering but is itself not generalizable. This example does however underscore the ability of CEO’s to orchestrate and implement cultural change programs. How long such changes last, how effective they are in the short-term, and whether they generate a return on investment would need to be quantified to determine if it is worth the carriage. The interesting take away is that management can modify an organization’s culture using the levers of sociability

necessarily with good effect. Sometimes the inertia is just too great and companies continue doing what they previously have done well. In doing so, often they march with measured efficiency into the abyss of obsolescence, or worse, irrelevance. Sometimes organizations are up to the task of changing their cultures, but the type 72 6 Leadership Required for Embracing New Technologies of change they implement may be counterproductive to their long-term goal of being a durable, profitable, well

makes a good case for expanding Schein’s (1985) model on cultural dynamics to include symbols as these are often touchstones of cultural foci. More important and modest is the suggestion that the linkage between the elements may contain more value than the elements themselves. Yet the model still appears flat, lacking face validity. Though well-articulated, Hatch’s (1993) refined model is an abstraction of an abstraction. Organizational culture is a theoretic construct as are the imputed workings

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