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The Slow Pace of Fast Change: Bringing Innovations to Market in a Connected Worldby Bhaskar Chakravorti
Synopses & Reviews
For executives, strategists, and students of technology-driven industries, this is a powerful playbook for the high-stakes innovation game. Chakravorti provides a new framework for interconnected choice built on concepts from game theory and carried out using hands-on, go-to-market strategies.
Book News Annotation:
Turning ideas into products that sell is the topic of Chakravorti's reference for executives, corporate strategists and advisers, and academics and business students. It outlines a sort of reverse-engineering game plan that calls for imagining a desired, plausible scenario and working backward to orchestrate individual choices that can create conditions to make that outcome happen. Chakravorti created his plan by mixing together the literature of fields including game theory, marketing, and the economics of industrial organization with his experiences advising big companies as a partner at a global consulting firm. ("Slow pace" is not only a theme of the title; the text employs a thorny typeface that discourages fast reading.)
Annotation ©2004 Book News, Inc., Portland, OR (booknews.com)
FOR EXECUTIVES, strategists, and students of technology-driven industries, this is a powerful playbook for the high-stakes innovation game. The market is full of fluctuating, and seemingly illogical, fortunes: A long shot like eBay catches fire, while a revolutionary concept like WebMD fails. Yet, says Bhaskar Chakravorti, perhaps these outcomes should be expected. Innovations succeed only when individuals adopt them. Paradoxically, in highly interconnected markets, this happens slowly: Adoption by one depends on adoption by others. To help strategists leverage this paradox, Chakravorti provides a new framework for interconnected choice built on concepts from game theory and carried out using hands-on, go-to-market strategies.
This work offers a theory for why some innovations take hold in the market and why others don't and explores the implications for strategy. It shows stategists how to position their innovation to win, even with successful competitors, and how to manage the risks in bringing an innovation to market.
Includes bibliographical references (p. 191-201) and index.
Table of Contents
A beautiful bind — Of pause and progress — A framework for connected choice — Beginning with the endgame — Tunneling to the vision — Dividing up the middlegame — Dealing with uncertainty — Beware of loud noises.
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