Publisher: McGraw-Hill, 2003, 268 pages
What do Virgin Atlantic, Heathrow Express, the Ericsson mobile phone, Tesco.com and Egg, the online bank, all have in common?
They are all successful new businesses created within existing companies. New business creation can be the most powerful wealth-creating tool in the modern firm's armoury. When used effectively, it can enable a company to reinvent its core business and extend its strategic assets. But it is difficult to get right. Companies routinely invest heavily in business creation initiatives which subsequently fail to deliver significant organic growth.
Following extensive research across Europe, North America and the Far East, Buckland, Hatcher and Birkinshaw argue that the trick to successful business creation lies in a firm's ability to:
Inventuring shows why business creation should be at the top of a company's strategic agenda and how to organize and manage it alongside other business development techniques. It demonstrates how to build a business creation capability from scratch and how to embed it within everyday practices so that it becomes routine.
The book provides a step-by-step guide to generating and turning ideas into commercially viable enterprises while avoiding the many pitfalls. It will help you to determine which ideas to run with, how to develop and launch them, and how to extract the best value for corporate growth.
Bad examples, lack of clarity, partly incoherent and no real objective, makes this book not very good. Maybe you can manage to scrape some lessons out of it, but I seriously doubt it. Add to this, very bad writing style as well, and it is really not recommended for anything.