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• 战略管理
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• 三箱模型

店铺： 中华商务进口图书旗舰店

出版社： Harvard Business

ISBN：9781633690141

商品编码：10388168568

The Three-Box Solution: A Strategy for Leading Innovation

 

作品简介

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.

媒体推荐

“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.”

作者简介

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 

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

精装: 256页

语种： 英语

ISBN: 1633690148

条形码: 9781633690141

商品尺寸: 15.7 x 2.3 x 23.6 cm

商品重量: 476 g

颠覆性思维：重塑企业未来格局的战略蓝图 《颠覆性思维：重塑企业未来格局的战略蓝图》 是一部深刻剖析当代商业世界核心挑战与转型机遇的重量级著作。本书并非对既有管理理论的简单重复，而是基于对全球经济脉络、技术前沿及组织行为学的深度洞察，为决策者和行业领导者提供一套前瞻性、可操作的战略框架。它聚焦于企业如何在日益复杂、快速迭代的环境中，不仅求得生存，更能实现跨越式增长与持续的价值创造。 本书的核心论点在于：传统的线性增长模型已无法适应“指数级变化”的时代特征。 成功的企业必须学会“非连续性思维”，即敢于质疑并颠覆自己赖以成功的根基，同时系统性地构建下一代业务引擎。我们称之为“动态能力构建”，它要求企业具备在“当下、近期、远期”三个时间维度上同步规划、资源分配和文化塑造的能力。 第一部分：解构“演进的陷阱”——旧范式下的企业困境 在探讨未来之前，本书首先对当前企业普遍面临的“演进的陷阱”进行了细致入微的解剖。许多组织在过去取得的巨大成功，反而成为了其未来创新的最大阻碍。 1. 路径依赖与认知固着： 详细分析了成功经验如何转化为僵化的“组织惯性”。这包括对核心客户群体的过度依赖、对现有技术平台的盲目加码，以及决策层对既有商业模式的“认知封锁”。书中通过多个案例展示，当市场发生结构性变化时，即便是行业巨头也可能因“看不见”新的价值创造点而错失良机。 2. 资源分配的“黑洞”效应： 探讨了企业内部资源分配机制的内在缺陷。成熟业务往往因为其稳定的现金流和既有的权力结构，持续吸纳绝大部分人才和资金，使得真正具有颠覆潜力的新兴项目长期处于“资源饥渴”状态，难以突破临界点。本书引入了“资源溢出模型”，量化了这种分配失衡对长期竞争力的侵蚀。 3. 组织结构的“熵增”： 随着企业规模扩大，管理层级、流程和合规要求不断增加，导致决策链条被拉长，对市场信号的反应速度急剧下降。本书阐释了这种“组织熵增”如何扼杀创新激情，使组织从主动适应者退化为被动反应者。 第二部分：战略框架的重构——从线性到多维度的思维跃迁 本书的理论核心在于提出了一套超越传统SWOT分析和波特五力的“动态能力构建框架”。这一框架要求企业在战略规划时必须同时运行并平衡三个相互关联的活动集合，它们共同构成了企业面向未来的核心韧性。 1. 盈利核心的持续优化（The Core）： 这一维度关注如何最大化当前主营业务的效率与盈利能力。重点不在于激进创新，而在于通过精益管理、数字化转型和客户体验的微调，确保现金流的稳定供给。书中详细介绍了“增量价值捕获”的技术，确保在维持现有市场领导地位的同时，以最低成本应对竞争者的蚕食。 2. 适应性探索的敏捷部署（The Adjacent）： 这是连接当下与未来的桥梁。它关注如何在现有能力和市场基础上，向邻近领域进行低风险、高回报的延伸。这包括跨界合作、轻资产模式的试验以及对现有客户未被满足需求的深度挖掘。本书强调，“邻近”的定义必须是动态的，它需要组织具备快速识别和测试新“接口”的能力。 3. 远见驱动的未来孵化（The Transformative）： 这是最关键、也最容易被忽视的部分。它要求企业投入资源去孵化那些在短期内可能看不到明确回报，但一旦成功将彻底改变行业格局的“登月计划”。本书提供了“反向路线图设计法”：首先确定十年后的理想市场地位，然后倒推出当前需要建立的关键技术、人才储备和战略伙伴关系。这部分内容对如何管理“失败的可能性”和“不确定性的估值”提供了具体的管理工具。 第三部分：组织与文化的重塑——支持多维战略落地的基石 战略的提出易，执行难。本书深刻指出，不同的战略维度需要截然不同的组织设计、激励机制和文化基因。单一的文化或组织结构无法同时支持“优化”和“颠覆”这两种截然相反的任务。 1. 异构团队的共生机制： 探讨了如何在统一的领导力框架下，为“核心优化团队”和“未来孵化团队”设置不同的KPI、容错率和汇报结构。书中介绍了“双轨制治理模型”，确保未来项目不被现有流程束缚，同时又能获得必要的组织支持。 2. 激励机制的重校准： 分析了传统基于季度或年度业绩的激励方案如何扼杀长期创新。本书提出了一套“里程碑导向”与“能力获取导向”相结合的激励体系，奖励那些为未来奠定基础的行为，而非仅仅是短期盈利数字。 3. 领导力的“多重角色”： 成功的领导者必须同时扮演“守护者”（维护核心稳固）、“架构师”（设计新的连接点）和“探险家”（授权并保护未来的种子）三种角色。本书提供了评估和培养这种复合型领导力的具体方法论，强调对模糊性和矛盾性的管理能力是新时代领导力的核心标志。 结论：在连续性中孕育非连续性 《颠覆性思维：重塑企业未来格局的战略蓝图》的最终目标是帮助企业建立一种“永不满足于现状，但也不抛弃当下价值”的战略成熟度。它提供的不是一套固定的答案，而是一套可内化的、持续迭代的思维工具箱。通过系统地管理当前盈利、邻近拓展和远期颠覆这三个维度的张力与协同，企业方能真正驾驭变革的浪潮，将不确定性转化为持续的竞争优势。这本书是所有渴望在未来十年定义行业格局的组织领导者案头的必备指南。

评分☆☆☆☆☆

这本书的语言组织上，有一种非常独特的韵律感，读起来像是听一场精彩的辩论赛，观点鲜明，逻辑严密，但又不失人文的温度。它没有采用那种高高在上的说教口吻，而是像一位同行在与你平等地探讨难题，这种亲切感让读者更容易放下戒心，真正进入到作者构建的思维框架中去。我特别喜欢它在关键概念提出时的那种戛然而止的停顿感，让你有时间去消化这个新提出的框架，而不是被信息洪流裹挟着前进。从装帧设计到纸张的选择，都透露出一种对知识本身的尊重，这对于深度阅读者来说，是一种莫大的享受。每一次拿起它，都像是在进行一场严肃的智力运动，需要集中全部注意力去捕捉那些隐藏在文字背后的深层含义。

评分☆☆☆☆☆

我必须赞叹作者在概念提炼上的功力。很多复杂的商业难题，一旦经过他的梳理，就仿佛被施了魔法般变得清晰可见。这本书的排版布局非常利于快速检索和深度研读的结合，侧边空白处留得恰到好处，方便我随时做下自己的批注和思考。它给我的最大启发是，真正的创新和变革并非空中楼阁，而是建立在对当前状态深刻理解之上的系统性工程。整本书的气场非常强大，它不是那种读完就束之高阁的书，而更像是一本可以常伴左右的工具箱，每当遇到瓶颈时，都可以从中找到对应的解决方案和思维模型。它对读者的要求是高的，需要你带着问题去阅读，带着思考去实践，但所给予的回报也是巨大的，远超预期。

评分☆☆☆☆☆

这本书的封面设计着实抓人眼球，那种简洁而有力的排版，一下子就让人觉得这不只是一本普通的管理学读物，而更像是一份行动指南。我拿到手的时候，被那种厚重感吸引住了，感觉里面蕴含着真材实料的干货。书中的文字风格非常直接，没有过多花哨的辞藻，直击问题的核心，这一点我很欣赏。它仿佛是一位经验丰富的老船长在给你指引航向，告诉你哪里有风暴，哪里是避风港。读起来让人感觉非常踏实，不是那种空泛的理论说教，而是能立刻在实际工作中找到对应点的工具书。尤其是一些图表的运用，简单明了，将复杂的商业逻辑用可视化的方式呈现出来，大大降低了理解门槛。总的来说，从阅读的直观感受来看，这本书的专业性和实用性都达到了一个很高的水准，让人迫不及待地想深入挖掘其中的奥秘。

评分☆☆☆☆☆

这本书给我的感觉，像是一个久经沙场的将军在总结他的制胜法宝。它的结构安排极其巧妙，层层递进，环环相扣，让你在不知不觉中，就完成了对一个复杂问题全方位的审视。我发现自己常常在读完一段话后，会不自觉地停下来，在脑海中模拟那个场景，思考如果是我处于那个位置，会如何应对。这种强烈的代入感，是区分平庸之作与经典之作的重要标志。它不是简单地罗列成功要素，而是深入剖析了“失败的陷阱”以及“转型的阵痛”，这种对阴暗面的坦诚描述，反而更增加了其可信度。阅读过程是一次对既有认知的不断挑战和重塑，它迫使你跳出舒适区，用一种全新的、更具前瞻性的视角去看待你当前的工作和未来的规划。

评分☆☆☆☆☆

翻开内页，我立刻被作者那种近乎手术刀般精准的分析能力所折服。他似乎对企业运作的脉络了如指掌，能轻易地剖开那些看似坚不可摧的组织僵局，找出真正的症结所在。整本书的叙事节奏掌握得恰到好处，不拖沓，不卖关子，信息密度非常高，但阅读体验却出奇地流畅。我注意到作者在论证观点时，往往会引用一些非常具体的、带有时代印记的案例，这使得理论不再是孤立的存在，而是深深植根于商业实践的土壤之中。这种将宏大战略与微观执行紧密结合的写法，是很多同类书籍所欠缺的。它不仅仅告诉你“要做什么”，更重要的是告诉你“如何一步步地实现它”，这种对可操作性的执着，才是这本书最宝贵的财富。每次读完一个章节，都有一种豁然开朗的感觉，仿佛为我打开了一扇新的思考之窗。