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The New Age of Innovation: Driving Cocreated Value Through Global Networks: Managing Global Networks to Unlock Customer-created Value in Your Company | 
 enlarge | Authors: C.k. Prahalad, M.s. Krishnan
Publisher: McGraw-Hill Professional
Category: Book
List Price: £15.24
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Rating:  1 reviews
Sales Rank: 1885
Media: Hardcover
Pages: 304
Number Of Items: 1
Shipping Weight (lbs): 1.2
Dimensions (in): 9 x 6.1 x 1
ISBN: 0071598286
Dewey Decimal Number: 658
EAN: 9780071598286
ASIN: 0071598286
Publication Date: May 19, 2008 (In 2 Days)
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| Customer Reviews:
How to prosper in the "N = 1 and R = G" world May 2, 2008
Robert Morris (Dallas, Texas)
I have read and then reviewed all of C.K. Prahalad's previous books and thus was especially interested in reading this book, co-authored with M.S. Krishnan. As they explain in the Introduction, "We view innovation as shaping consumer expectations as well as responding continually to the changing demands, behaviors, and experiences pf consumers. We must do this by accessing the best talent and resources available anywhere in the world. These two ideas must be connected - the resources of many to satisfy the needs of one.. We suggest that this is possible only if we pay attention to the glue that enables ideas to be transformed into operations. We will focus on the business processes and analytics as the glue."
Prahalad and Krishnan acknowledge that there is a fundamental transformation now underway, worldwide, that will radically alter the very nature of an enterprise and how it creates value. This foundation of this transformation has two basic pillars:
1. "Value is based on unique, personalized experiences of consumers. [begin italics] The focus is on the centrality of the individual. [end italics] We will designate this pillar as N = 1 (one consumer at a time.)"
"2. No firm is big enough in scope and size to satisfy the experiences of one consumer at a time. [begin italics] The focus is on access to resources, not ownership of resources. [end italics] We will designate this [pillar as R = G (resources from multiple vendors and often from around the globe)."
There are several key elements of this transformation. Prahalad and Krishnan focus on five: Value is shifting from products to solutions to experience; all companies seek access to the talent, components, products, and services they need from the best sources; flexible systems are a prerequisite and must be developed; resources in a company's ecosystem must be continually configured; and finally, specific models must be developed that enable a company to focus on one consumer from among the millions. These are indeed formidable challenges. Prahalad and Krishnan suggest a number of strategies and tactics to consider when responding to them. When proceeding through the rigorously and eloquent narrative of this book, it is imperative to keep in mind that their ultimate objective is to help companies to prosper in this "N = 1 and R = G" world. To that end, they share the most important business lessons learned from a number of exemplary companies that include Amazon.com, Apple Computer, eBay, Google, ICIC Bank, Tata Consultancy Services (TCS), Unilever, and United Parcel Service (UPS).
To me, some of the most valuable material is provided in Chapter 5 (Pages 109-145) as Prahalad and Krishnan discuss the requirements of an information and communication technology (ICT) architecture and the governance mechanisms that can connect business processes and analytics to data and applications. In one of several graphics, Table 4.1 (Pages 124-126), they summarize the specificati9ons of the new ICT architecture in terms of four categories (i.e. "buckets"): Confronting Reality (e.g. capacity to link large systems and multiple databases), Compliance and Change (e.g. regulatory compliance and change), Evolving Capabilities (e.g. Security and privacy of data), and Enabling Foundations (e.g. from transaction-driven to event-driven systems).
Given the fundamental shift in the focus, the sources, and the processes of innovation and value creation, what do suggest for an agenda for managers to consider? They respond to that question in the final chapter. Specifically, they invoke a metaphor --- The New House of innovation - whose design and construction must be viewed as an "integrated package" in terms of its architecture, construction materials, and subsequent maintenance. The organizational transformation process must also be comprehensive and cohesive during a transition period (i.e. a "migration") of management practices to develop new skills, attitudes, and behaviors. It remains for decision-makers in each organization to design and then build its own new house pf innovation. Fortunately, they can use the information and counsel that C.K. Prahalad and M.S. Krishnan provide to guide and inform those initiatives.
Those who share my high regard for this brilliant volume are urged to check out Competing in a Flat World: Building Enterprises for a Borderless World co-authored by Victor Fung, William Fung, and Yoram (Jerry) Wind as well as Competing on Analytics: The New Science of Winning co-authored by Thomas Davenport and Jeanne Harris. Also Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne Ross, Peter Weill and David Robertson and Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success.
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