Additional information
by George S. Day (Editor), Paul J. H. Schoemaker (Editor), Robert E. Gunther (With)
Manager in allen Branchen werden mit dem Thema neue, zukunftsweisende Technologien konfrontiert. Hierher gehören nicht nur elektronische Technologien, sondern jede neue Technologie, die in der Lage ist, neue Industriezweige zu schaffen oder bestehende zu verändern. Diese Technologien sind ein "neues Spiel", dessen Regeln unvereinbar sind mit Kultur und Geschäftsmethoden der meisten etablierten Unternehmen. Das erste Buch auf dem Markt, das sich mit diesem wichtigen Thema gezielt auseinandersetzt. Ein interdisziplinäres Expertenteam der Wharton School erläutert, wie Geschäftspraktiken geändert werden müssen, um Innovationen wie der Biotechnologie, der Informationstechnologie und dem Internet zu begegnen. Darüber hinaus wird diskutiert, wie Manager ihre Methoden zur Finanzanalyse, Markteinschätzung und zur Wettbewerbsstrategie ändern müssen, und wie etablierte Firmen künftig die gängigen Fehler im Zusammenhang mit neuen Technologien vermeiden können.
Front Jacket
Praise for WHARTON ON MANAGING EMERGING TECHNOLOGIES
Covers the emerging technology landscape-from strategy to finance to human resources-in a way that only a group of top scholars from many disciplines could do. Insightful, accessible, and smart ideas that make for 'must reading' for thoughtful executives in today's turbulent economy. The authors prove, once again, the power of research to yield deep insight into tough business problems.
--Kathleen M. Eisenhardt, Professor of Strategy and Organization, Stanford University and coauthor of Competing on the Edge: Strategy as Structured Chaos
Provides those of us who live in the chaotic environment of 'discovery by the minute' many ways of thinking about how to make a new idea successful. The collective knowledge and personal wisdom represented in this book is like having a person with hundreds of years of learning and experience sitting on the business team. . . . Vital to anyone trying to develop new businesses in today's world.
--Terry J. Fadem, Director, Corporate New Business Development, DuPont
Assessing new technologies and anticipating their future impact on the process of due discovery is a critical element of success in the pharmaceutical industry. In today's era of dislocating, fast-moving progress, this book is an invaluable guide, filled with meaningful insights from experienced authors known for their excellent track record. A must-read.
--Jean-Pierre Garnier, Chief Operating Officer and President, Pharmaceutical and Consumer Healthcare, SmithKline Beecham
Offers valuable insight for large established companies seeking growth in a dynamic market of rapid technological advancement. The entertaining cases and thoughtful analyses help managers create strategies, select options, and organize to successfully manage the interface between imagination and knowledge.
--Jerry Karabelas, PhD, CEO, Novartis Pharma AG
Back Jacket
Praise for WHARTON ON MANAGING EMERGING TECHNOLOGIES
"Covers the emerging technology landscape-from strategy to finance to human resources-in a way that only a group of top scholars from many disciplines could do. Insightful, accessible, and smart ideas that make for 'must reading' for thoughtful executives in today's turbulent economy. The authors prove, once again, the power of research to yield deep insight into tough business problems."
--Kathleen M. Eisenhardt, Professor of Strategy and Organization, Stanford University and coauthor of Competing on the Edge: Strategy as Structured Chaos
"Provides those of us who live in the chaotic environment of 'discovery by the minute' many ways of thinking about how to make a new idea successful. The collective knowledge and personal wisdom represented in this book is like having a person with hundreds of years of learning and experience sitting on the business team. . . . Vital to anyone trying to develop new businesses in today's world."
--Terry J. Fadem, Director, Corporate New Business Development, DuPont
"Assessing new technologies and anticipating their future impact on the process of due discovery is a critical element of success in the pharmaceutical industry. In today's era of dislocating, fast-moving progress, this book is an invaluable guide, filled with meaningful insights from experienced authors known for their excellent track record. A must-read."
--Jean-Pierre Garnier, Chief Operating Officer and President, Pharmaceutical and Consumer Healthcare, SmithKline Beecham
"Offers valuable insight for large established companies seeking growth in a dynamic market of rapid technological advancement. The entertaining cases and thoughtful analyses help managers create strategies, select options, and organize to successfully manage the interface between imagination and knowledge."
--Jerry Karabelas, PhD, CEO, Novartis Pharma AG
Author Biography
GEORGE S. DAY, PhD, is the Geoffrey T. Boisi Professor, Professor of Marketing, and Director of the Huntsman Center for Global Competition and Innovation at the Wharton School. He is also the author of Market Driven Strategy and The Market Driven Organization, and coeditor of Wharton on Dynamic Competitive Strategy.
PAUL J. H. SCHOEMAKER, PhD, is Research Director of Wharton's Emerging Technologies Management Research Program. He is also the founder and Chairman of Decision Strategies International, Inc.
ROBERT E. GUNTHER was the coordinating writer for Wharton on Dynamic Competitive Strategy and Wharton on Making Decisions.
