From Strategy to Execution Turning Accelerated Global Change into Op
At the intersection of disruptive and accelerated change in the environment with globalization, business leaders around the world are trying to embrace change and incorporate innovative business models in the basics of their businesses. While innova
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Daniel Pantaleo · Nirmal Pal Editors
From Strategy to Execution Turning Accelerated Global Change into Opportunity
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Editors Dr. Daniel Pantaleo SAP AG Global Communications 3999 West Chester Pike Newton Square, PA 19073 USA [email protected]
ISBN 978-3-540-71879-6
Nirmal Pal 4 Gettysburg Rd Southbury, CT 06488 USA [email protected]
e-ISBN 978-3-540-71880-2
DOI 10.1007/978-3-540-71880-2 Library of Congress Control Number: 2008920729 c 2008 Springer-Verlag Berlin Heidelberg This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer. Violations are liable to prosecution under the German Copyright Law. The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. Production: le-tex Jelonek, Schmidt & Vöckler GbR, Leipzig Cover design: WMX Design GmbH, Heidelberg Printed on acid-free paper 987654321 springer.com
To my wife, Judy, and all my daughters, Elizabeth, Sarah, Schotland, and Briannon, for their love and sustaining encouragement. – Daniel C Pantaleo
To my wife, Mitra, my daughters Neela and Nupur, and my grand children Nina, Nikhil and Sophia Malini for their sustaining love and support. – Nirmal Pal
FOREWORD By Clayton M. Christensen Robert & Jane Cizik Professor of Business Administration Harvard Business School
Innovation sure seems hard, at least as evidenced by the track record of those seeking to innovate. Every time venture capitalists put money into a company they think it will be successful – and yet on average, only two out of ten companies that they invest in become commercially successful. Every time corporate executives invest to develop a new product, they think it will succeed. And yet most product development projects get cancelled before the projects reach completion. And of those that are completed and launched into their markets, 75% fail commercially. That’s right. After those responsible for those new products do their market research, and after they test-market the products, still 75% fail. Innovation sure seems hard. I remember when I was first taught the principles of quality management in manufacturing 30 years ago; that I was taught that manufacturing quality was random. We learned how to plot Statistical Process Control (SPC) charts, in which we’d make a part for a product, and then measure its critical dimensions or performance parameters. There was a center line on the chart – the target that we hoped we’d hit
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