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圖書標籤:

• 戰略管理
• 創新戰略
• 商業模式
• 企業轉型
• 增長戰略
• 領導力
• 組織變革
• 未來規劃
• 英文原版
• 三箱模型

店鋪： 中華商務進口圖書旗艦店

齣版社： Harvard Business

ISBN：9781633690141

商品編碼：10388168568

The Three-Box Solution: A Strategy for Leading Innovation

 

作品簡介

How to Innovate and Execute

Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches. And it is well understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the existing business—one that is still thriving—while dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it?

Innovation guru Vijay Govindarajan expands the leader’s innovation tool kit with a simple and proven method for allocating the organization’s energy, time, and resources—in balanced measure—across what he calls “the three boxes”:

? Box 1: The present—Manage the core business at peak profitability
? Box 2: The past—Abandon ideas, practices, and attitudes that could inhibit innovation
? Box 3: The future—Convert breakthrough ideas into new products and businesses

The three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization. Supported with rich company examples—GE, Mahindra & Mahindra, Hasbro, IBM, United Rentals, and Tata Consultancy Services—and testimonies of leaders who have successfully used this framework, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation.

媒體推薦

“He succinctly outlines the key behaviors that I believe every business leader must focus on, to drive innovation without waiting for the next competitive crisis…the approach actually works and applies to leaders at all levels.” — Forbes

“Supported with rich examples—GE, Mahindra & Mahindra, Hasbro, IBM and Tata Consultancy Services—and testimonies of leaders who have successfully used this framework, The Three Box Solution solves the dilemma of how to align an organisation on the critical but competing demands of innovation.” — The Financial Express, India

“When we read The Three Box Solution and hear VG describe the experiences from leaders of Hasbro, Tata, IBM, United Rentals, Mahindra & Mahindra amongst others, we get inspired to find our own balance between these three innovation areas: preservation, destruction and creation...The Three Box Solution helps leaders come into harmony with an ageless rhythm, that creates sustainable prosperity." — Innovation Management (innovationmanagement.se)

“With case studies from toy manufacturer Hasbro, coffee maker Keurig, TCS and even a church reinventing itself, The Three Box Solution makes a good breezy read.” — The Times of India


ADVANCE PRAISE for The Three-Box Solution:

Jeffrey R. Immelt, Chairman and CEO, General Electric Company—
“Simple, powerful, and purposeful.”

Zhang Ruimin, Founder, Chairman, and CEO, Haier Group—
“The Three-Box Solution presents a simple, yet powerful framework to simultaneously optimize continuous process improvement and breakthrough innovation. Inspiring for management executives.”


Anand G. Mahindra, Chairman and Managing Director, Mahindra Group—
“Govindarajan’s Three-Box Solution provides a framework for balancing the imperatives of the present with the demands of the future. It is a construct that permeates all our strategic thinking.”

Marshall Goldsmith, New York Times and Wall Street Journal bestselling author, Triggers—
“If your company needs to stop doing what it’s done and branch out in new and profitable ways, this is the book for you.”

Omar Ishrak, Chairman and CEO, Medtronic—
“The Three-Box Solution is a superb guidance manual for anyone formulating and driving a long-term company strategy. An excellent resource for managers and leaders at all levels.”

Ajay Banga, President and CEO, MasterCard Inc.—
“Govindarajan provides a winning combination of strategic insights and actionable steps designed to help virtually any business or organization build a better future.”

Indra K. Nooyi, Chairman and CEO, PepsiCo, Inc.—
“At PepsiCo, we practice what Govindarajan preaches.”

Samuel R. Allen, Chairman and CEO, Deere & Company—
“This book is worth reading more than once; I highly recommend it.” 

Bhaskar Bhat, CEO, Titan Watch—
“It is very refreshing to read The Three-Box Solution because of both its relevance and its simplicity. As you read the book, you connect with events in your own journey as you grapple simultaneously with ideas such as learning from the past, living in the present, and dreaming about the future. The simplicity of Govindarajan’s model, like all great ideas, triggers you to think, ‘Hey, why did I not think about it this way?’ I recommend this book and its approach to both current and aspiring CEOs. Business schools will also find this approach worthy of teaching, and chief strategy officers will find it most useful.”

Giovanni Caforio, CEO, Bristol-Myers Squibb—
“The Three-Box Solution brilliantly tackles the challenges of a successful company to continually drive the linear innovation essential for today’s operational excellence, while nurturing the nonlinear innovation necessary to create the company’s future.

Marc Casper, President and CEO, Thermo Fisher Scientific Inc.—
“The Three-Box Solution is essential reading for any senior executive leading a successful company with a proud history. Govindarajan gives a clear path for how to create the environment and culture within a company to foster innovation that will make a difference in ensuring a bright future for an organization.

Ian Cook, Chairman, President, and CEO, Colgate-Palmolive Company—
“In The Three-Box Solution, Govindarajan offers a compelling framework for driving innovation while delivering current goals, without the constraints of past successes and failures. With powerful, international examples, he offers a clear guide to creating the sustainable, innovation culture needed to stay ahead.”

Alexander M. Cutler, Chairman and CEO, Eaton Corporation—
“What a compelling piece of work—and its genius is in its simplicity. Leaders at all levels of the organization should find the three-box model for innovation a how-to manual for success.” 

Stuart Fletcher, CEO, Bupa—
“The Three-Box Solution is an extremely stimulating, encouraging, valuable, and enjoyable read.”

Brian D. Goldner, Chairman, President, and CEO, Hasbro, Inc.—
“In The Three-Box Solution, Govindarajan concisely and bravely distills key insights applicable across varied industries and provides practical takeaways to facilitate execution. The book is a must-read for any manager who values courageous leadership, adaptability, and foresight.”

Cyrus Mistry, Chairman, Tata Group—
“Govindarajan offers unique insights into the need to balance the demands of the present with those of the future. He highlights the importance of investing wisely in building the future while creating a sense of urgency about embracing change. Many managers will relate to the caution he urges about getting too caught up in the all-consuming demands of the present. For a more-than-century-old organization like Tata, his three-box framework offers many important lessons.”

Narayana Murthy, cofounder, Infosys Limited—
“In today’s world, organizations need to continuously innovate and demonstrate a high degree of learnability to stay relevant and ahead of the competition. Through real-life cases and simple frameworks, Govindarajan provides insight and guidance on how leaders can prime organizations for the future while balancing priorities of the present. The Three-Box Solution is a must-read for leaders at all levels.”

Abidali Z. Neemuchwala, CEO, Wipro Limited—
“The three-box approach is a pragmatic way to think through and balance the needs of existing business and crafting a future. Explained in a simple manner, it provides a framework that leaders can use to reflect on the dynamics of business and attain present and future goals. In today’s business environment, leaders are required to run both a sprint and a marathon at the same time.”

Doug Oberhelman, Chairman and CEO, Caterpillar Inc.—
“The Three-Box Solution offers a sound, strategic approach to ensure that Caterpillar’s long history of innovation—developing, designing, and manufacturing the machines and engines our customers want and need—continues.”

作者簡介

Vijay Govindarajan (known as VG) is the Coxe Distinguished Professor at Dartmouth’s Tuck School of Business, a Marvin Bower Fellow at Harvard Business School, and widely regarded as one of the world’s leading experts on strategy and innovation. He is the author of many books and articles, including the New York Times bestseller Reverse Innovation.

基本信息

作者：Vijay Govindarajan 

齣版社: Harvard Business Review Press (2016年4月26日)

精裝: 256頁

語種： 英語

ISBN: 1633690148

條形碼: 9781633690141

商品尺寸: 15.7 x 2.3 x 23.6 cm

商品重量: 476 g

顛覆性思維：重塑企業未來格局的戰略藍圖 《顛覆性思維：重塑企業未來格局的戰略藍圖》 是一部深刻剖析當代商業世界核心挑戰與轉型機遇的重量級著作。本書並非對既有管理理論的簡單重復，而是基於對全球經濟脈絡、技術前沿及組織行為學的深度洞察，為決策者和行業領導者提供一套前瞻性、可操作的戰略框架。它聚焦於企業如何在日益復雜、快速迭代的環境中，不僅求得生存，更能實現跨越式增長與持續的價值創造。 本書的核心論點在於：傳統的綫性增長模型已無法適應“指數級變化”的時代特徵。 成功的企業必須學會“非連續性思維”，即敢於質疑並顛覆自己賴以成功的根基，同時係統性地構建下一代業務引擎。我們稱之為“動態能力構建”，它要求企業具備在“當下、近期、遠期”三個時間維度上同步規劃、資源分配和文化塑造的能力。 第一部分：解構“演進的陷阱”——舊範式下的企業睏境 在探討未來之前，本書首先對當前企業普遍麵臨的“演進的陷阱”進行瞭細緻入微的解剖。許多組織在過去取得的巨大成功，反而成為瞭其未來創新的最大阻礙。 1. 路徑依賴與認知固著： 詳細分析瞭成功經驗如何轉化為僵化的“組織慣性”。這包括對核心客戶群體的過度依賴、對現有技術平颱的盲目加碼，以及決策層對既有商業模式的“認知封鎖”。書中通過多個案例展示，當市場發生結構性變化時，即便是行業巨頭也可能因“看不見”新的價值創造點而錯失良機。 2. 資源分配的“黑洞”效應： 探討瞭企業內部資源分配機製的內在缺陷。成熟業務往往因為其穩定的現金流和既有的權力結構，持續吸納絕大部分人纔和資金，使得真正具有顛覆潛力的新興項目長期處於“資源飢渴”狀態，難以突破臨界點。本書引入瞭“資源溢齣模型”，量化瞭這種分配失衡對長期競爭力的侵蝕。 3. 組織結構的“熵增”： 隨著企業規模擴大，管理層級、流程和閤規要求不斷增加，導緻決策鏈條被拉長，對市場信號的反應速度急劇下降。本書闡釋瞭這種“組織熵增”如何扼殺創新激情，使組織從主動適應者退化為被動反應者。 第二部分：戰略框架的重構——從綫性到多維度的思維躍遷 本書的理論核心在於提齣瞭一套超越傳統SWOT分析和波特五力的“動態能力構建框架”。這一框架要求企業在戰略規劃時必須同時運行並平衡三個相互關聯的活動集閤，它們共同構成瞭企業麵嚮未來的核心韌性。 1. 盈利核心的持續優化（The Core）： 這一維度關注如何最大化當前主營業務的效率與盈利能力。重點不在於激進創新，而在於通過精益管理、數字化轉型和客戶體驗的微調，確保現金流的穩定供給。書中詳細介紹瞭“增量價值捕獲”的技術，確保在維持現有市場領導地位的同時，以最低成本應對競爭者的蠶食。 2. 適應性探索的敏捷部署（The Adjacent）： 這是連接當下與未來的橋梁。它關注如何在現有能力和市場基礎上，嚮鄰近領域進行低風險、高迴報的延伸。這包括跨界閤作、輕資産模式的試驗以及對現有客戶未被滿足需求的深度挖掘。本書強調，“鄰近”的定義必須是動態的，它需要組織具備快速識彆和測試新“接口”的能力。 3. 遠見驅動的未來孵化（The Transformative）： 這是最關鍵、也最容易被忽視的部分。它要求企業投入資源去孵化那些在短期內可能看不到明確迴報，但一旦成功將徹底改變行業格局的“登月計劃”。本書提供瞭“反嚮路綫圖設計法”：首先確定十年後的理想市場地位，然後倒推齣當前需要建立的關鍵技術、人纔儲備和戰略夥伴關係。這部分內容對如何管理“失敗的可能性”和“不確定性的估值”提供瞭具體的管理工具。 第三部分：組織與文化的重塑——支持多維戰略落地的基石 戰略的提齣易，執行難。本書深刻指齣，不同的戰略維度需要截然不同的組織設計、激勵機製和文化基因。單一的文化或組織結構無法同時支持“優化”和“顛覆”這兩種截然相反的任務。 1. 異構團隊的共生機製： 探討瞭如何在統一的領導力框架下，為“核心優化團隊”和“未來孵化團隊”設置不同的KPI、容錯率和匯報結構。書中介紹瞭“雙軌製治理模型”，確保未來項目不被現有流程束縛，同時又能獲得必要的組織支持。 2. 激勵機製的重校準： 分析瞭傳統基於季度或年度業績的激勵方案如何扼殺長期創新。本書提齣瞭一套“裏程碑導嚮”與“能力獲取導嚮”相結閤的激勵體係，奬勵那些為未來奠定基礎的行為，而非僅僅是短期盈利數字。 3. 領導力的“多重角色”： 成功的領導者必須同時扮演“守護者”（維護核心穩固）、“架構師”（設計新的連接點）和“探險傢”（授權並保護未來的種子）三種角色。本書提供瞭評估和培養這種復閤型領導力的具體方法論，強調對模糊性和矛盾性的管理能力是新時代領導力的核心標誌。 結論：在連續性中孕育非連續性 《顛覆性思維：重塑企業未來格局的戰略藍圖》的最終目標是幫助企業建立一種“永不滿足於現狀，但也不拋棄當下價值”的戰略成熟度。它提供的不是一套固定的答案，而是一套可內化的、持續迭代的思維工具箱。通過係統地管理當前盈利、鄰近拓展和遠期顛覆這三個維度的張力與協同，企業方能真正駕馭變革的浪潮，將不確定性轉化為持續的競爭優勢。這本書是所有渴望在未來十年定義行業格局的組織領導者案頭的必備指南。

評分☆☆☆☆☆

這本書給我的感覺，像是一個久經沙場的將軍在總結他的製勝法寶。它的結構安排極其巧妙，層層遞進，環環相扣，讓你在不知不覺中，就完成瞭對一個復雜問題全方位的審視。我發現自己常常在讀完一段話後，會不自覺地停下來，在腦海中模擬那個場景，思考如果是我處於那個位置，會如何應對。這種強烈的代入感，是區分平庸之作與經典之作的重要標誌。它不是簡單地羅列成功要素，而是深入剖析瞭“失敗的陷阱”以及“轉型的陣痛”，這種對陰暗麵的坦誠描述，反而更增加瞭其可信度。閱讀過程是一次對既有認知的不斷挑戰和重塑，它迫使你跳齣舒適區，用一種全新的、更具前瞻性的視角去看待你當前的工作和未來的規劃。

評分☆☆☆☆☆

我必須贊嘆作者在概念提煉上的功力。很多復雜的商業難題，一旦經過他的梳理，就仿佛被施瞭魔法般變得清晰可見。這本書的排版布局非常利於快速檢索和深度研讀的結閤，側邊空白處留得恰到好處，方便我隨時做下自己的批注和思考。它給我的最大啓發是，真正的創新和變革並非空中樓閣，而是建立在對當前狀態深刻理解之上的係統性工程。整本書的氣場非常強大，它不是那種讀完就束之高閣的書，而更像是一本可以常伴左右的工具箱，每當遇到瓶頸時，都可以從中找到對應的解決方案和思維模型。它對讀者的要求是高的，需要你帶著問題去閱讀，帶著思考去實踐，但所給予的迴報也是巨大的，遠超預期。

評分☆☆☆☆☆

這本書的語言組織上，有一種非常獨特的韻律感，讀起來像是聽一場精彩的辯論賽，觀點鮮明，邏輯嚴密，但又不失人文的溫度。它沒有采用那種高高在上的說教口吻，而是像一位同行在與你平等地探討難題，這種親切感讓讀者更容易放下戒心，真正進入到作者構建的思維框架中去。我特彆喜歡它在關鍵概念提齣時的那種戛然而止的停頓感，讓你有時間去消化這個新提齣的框架，而不是被信息洪流裹挾著前進。從裝幀設計到紙張的選擇，都透露齣一種對知識本身的尊重，這對於深度閱讀者來說，是一種莫大的享受。每一次拿起它，都像是在進行一場嚴肅的智力運動，需要集中全部注意力去捕捉那些隱藏在文字背後的深層含義。

評分☆☆☆☆☆

這本書的封麵設計著實抓人眼球，那種簡潔而有力的排版，一下子就讓人覺得這不隻是一本普通的管理學讀物，而更像是一份行動指南。我拿到手的時候，被那種厚重感吸引住瞭，感覺裏麵蘊含著真材實料的乾貨。書中的文字風格非常直接，沒有過多花哨的辭藻，直擊問題的核心，這一點我很欣賞。它仿佛是一位經驗豐富的老船長在給你指引航嚮，告訴你哪裏有風暴，哪裏是避風港。讀起來讓人感覺非常踏實，不是那種空泛的理論說教，而是能立刻在實際工作中找到對應點的工具書。尤其是一些圖錶的運用，簡單明瞭，將復雜的商業邏輯用可視化的方式呈現齣來，大大降低瞭理解門檻。總的來說，從閱讀的直觀感受來看，這本書的專業性和實用性都達到瞭一個很高的水準，讓人迫不及待地想深入挖掘其中的奧秘。

評分☆☆☆☆☆

翻開內頁，我立刻被作者那種近乎手術刀般精準的分析能力所摺服。他似乎對企業運作的脈絡瞭如指掌，能輕易地剖開那些看似堅不可摧的組織僵局，找齣真正的癥結所在。整本書的敘事節奏掌握得恰到好處，不拖遝，不賣關子，信息密度非常高，但閱讀體驗卻齣奇地流暢。我注意到作者在論證觀點時，往往會引用一些非常具體的、帶有時代印記的案例，這使得理論不再是孤立的存在，而是深深植根於商業實踐的土壤之中。這種將宏大戰略與微觀執行緊密結閤的寫法，是很多同類書籍所欠缺的。它不僅僅告訴你“要做什麼”，更重要的是告訴你“如何一步步地實現它”，這種對可操作性的執著，纔是這本書最寶貴的財富。每次讀完一個章節，都有一種豁然開朗的感覺，仿佛為我打開瞭一扇新的思考之窗。