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

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<rdf:Description>
<dc:creator>Gottfredson, Mark</dc:creator>
<dc:creator>Aspinall, Keith</dc:creator>
<dc:date>2005-11-01</dc:date>
<dc:description xml:lang="es">Sumario: To 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</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/59317.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Empresas</dc:subject>
<dc:subject xml:lang="es">Innovación empresarial</dc:subject>
<dc:subject xml:lang="es">Satisfacción del cliente</dc:subject>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:subject xml:lang="es">Costes económicos</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Innovation vs. complexity : what is to much of a good thing?</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - November 2005 ; p. 62-71</dc:relation>
</rdf:Description>
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