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Innovation vs. complexity : what is to much of a good thing?

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040  ‎$a‎MAP‎$b‎spa
084  ‎$a‎922.112
1001 ‎$0‎MAPA20080193171‎$a‎Gottfredson, Mark
24510‎$a‎Innovation vs. complexity‎$b‎: what is to much of a good thing?‎$c‎Matt Gottfredson and Keith Aspinall
520  ‎$a‎To get at the roots of profit-destroying complexity, companies need to identify their innovation fulcrum, the point at which the level of product innovation maximizes both revenues and profits.Companies have strong incentives to be overly innovative in new-product development, because the continual launch of new products and the line extensions adds complexity throughout a company's operations
65011‎$0‎MAPA20080546991‎$a‎Empresas
65011‎$0‎MAPA20080606787‎$a‎Innovación empresarial
65011‎$0‎MAPA20080615307‎$a‎Satisfacción del cliente
65011‎$0‎MAPA20080606091‎$a‎Estrategia empresarial
65011‎$0‎MAPA20080579784‎$a‎Costes económicos
7001 ‎$0‎MAPA20080122256‎$a‎Aspinall, Keith
7400 ‎$a‎Harvard business review
7730 ‎$w‎MAP20077100345‎$t‎Harvard business review‎$d‎Boston‎$g‎November 2005 ; p. 62-71