New PDF release: Artful Making: What Managers Need to Know About How Artists

By Robert Austin, Lee Devin, Eric Schmidt

ISBN-10: 0130086959

ISBN-13: 9780130086952

ISBN-10: 0131517120

ISBN-13: 9780131517127

Crafty Making bargains the 1st confirmed, research-based framework for engineering ingenuity and innovation. This e-book is the results of a multi-year collaboration among Harvard enterprise university professor Robert Austin and top theatre director and playwright Lee Devin. jointly, they display notable structural similarities among theatre artistry and creation and brand new enterprise projects--and exhibit how collaborative artists have mastered the artwork of supplying innovation "on cue," on immovable points in time and budgets. those tools are neither mysterious nor flaky: they're rigorous, distinctive, and--with this book's help--absolutely learnable and reproducible. They depend upon affordable and fast generation instead of on in depth up-front making plans, and with assistance from modern-day permitting applied sciences, they are often utilized in almost any surroundings with knowledge-based outputs. in addition, they supply an overarching framework for leveraging the entire merits of cutting-edge prime innovations for selling flexibility and innovation, from agile improvement to actual concepts.

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Extra resources for Artful Making: What Managers Need to Know About How Artists Work

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7. 10. As we write, Sun faces business challenges that result from the technology market meltdown of 2000–01. Whether they emerge from this period still successful will depend, we believe, on whether they are able to do now what they have done so well in the past—develop and exploit emerging strategies. 11. This episode is based on real events in 1984, in a performance in which Lee played Mitch and that Rob attended. We offer the story as an instance of a common pattern in rehearsal process. 12.

To facilitate connections between the company and its suppliers, Ford launched a secure business-tobusiness (B2B) server. Internal applications had begun to demonstrate business value. Taking full advantage of the Web would be a long-term initiative for a company the size of Ford, but these early programs established a successful trajectory. Comparing Sun and Ford When we teach these cases at Harvard Business School (HBS), we ask students to explain the differences between the stories. Figures 1–1 and 1–2 show timelines of events at the two companies; Table 1–1 contrasts features of the timelines.

5. For more information on IDEO, see Tom Kelley’s The Art of Innovation: Lessons in Creativity from IDEO, America’s Leading Design Firm (New York: Random House, 2001). Or, for a shorter summary, see Stefan Thomke and Ashok Nimgade, “IDEO Product Development” (Harvard Business School case no. 600-143, 2000). c h a p t e r 1 What’s Really Different About Knowledge Work J ust about everybody recognizes that work is changing as we enter the 21st Century. When we refer to this change, we talk about a shift from an industrial economy to an information economy, from physical work to knowledge work.

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