Innovations And Risk Taking

This book provides an overview of the theory, practice and context of entrepreneurship and innovation at both the industry and firm level. It provides a foundation of ideas and understandings designed to shape the reader’s thinking and behaviour to better appreciate the role of innovation and entrepreneurship in modern economies, and to recognise their own abilities in this regard. The book is aimed at students studying advanced levels of entrepreneurship, innovation and related fields as well as practitioners (for example, managers, business owners). As entrepreneurship and innovation are largely indivisible elements and cannot be adequately understood if studied separately, the book provides the reader with an overview of these elements and how they combine to create new value in the market. This edition is updated with recent international research, including research and examples from Europe, the US, and the Asia-Pacific region.

In today’s market, playing it safe is not an option Lead your company to sustainable success by taking the RIGHT RISKS The business world is in flux, and you have to think and act quickly in order to stay competitive. But the last thing you want to do is make reckless business decisions. You have to find the middle ground. You have to take SMART RISKS. In this groundbreaking book, leadership expert Doug Sundheim explains how to find that precise point between comfort and danger for generating the sustained ability to work at the highest level of performance. Taking Smart Risks reveals the secrets to discovering, planning for, and acting upon the kind of risks that will move your company forward and ahead of the competition. Learn how to: Find Something Worth Fighting For—What do you care enough about to risk time, energy, and money to try to make happen? Determining this is half the battle. See the Future Now—Clarify your big idea in terms of real objectives, plans, and intended results. Act Fast, Learn Fast—Make your move quickly, but be sure you don’t squander valuable resources in the process. Communicate Powerfully—Assume communication will break down at points, plan accordingly—and don’t shy away from the tough conversations. Create a Smart Risk Culture— Build teams that share the same mindsets and values about expected smart risk behavior. Applying Sundheim’s advice will help you let go of old assumptions, explore new possibilities, move your organization out of its comfort zone, and experience long-term success. When you take smart risks, you will create. You will innovate. You will grow. And you will WIN. “From Sherwin Williams to Moo.com, Doug Sundheim is onto something here: your work is worth fighting for. A worthy read for everyone in your organization.” —Seth Godin, Author, The Icarus Deception “The risk-taking concepts in this book lie at the heart of effective leadership. Using case studies and stories from executives who have ‘been there, done that,’ Doug Sundheim teaches us that sometimes the most dangerous thing to do—in business and life—is to play it safe.” —Marshall Goldsmith, million-selling author of the New York Times bestsellers MOJO and What Got You Here Won’t Get You There “Sundheim delivers a message that every business needs to hear right now: excessive risk will kill you, but so will complacency. . . . If you’re charged with driving growth in your organization, buy this book—but more importantly, use it.” —Jed Hartman, Group Publisher, Fortune & CNNMoney.com “A spectacular book! The stories were powerful, the advice was crystal clear, and every few pages called me to action. I have bookmarked more pages in Taking Smart Risks than I have in any book since reading Peter Drucker’s classics.” —Michael Hejtmanek, President & CEO, Hasselblad Bron Inc. “Doug Sundheim does an excellent job of demonstrating not only how to take smart risks, but also how to lead the process of risk-taking—a critical skill set for leaders today.” —Cindy Zollinger, President & CEO, Cornerstone Research “A compelling case for why smart risk taking is so important in today’s fast-paced, uncertain world.” —Willie Pietersen, Professor, Columbia Business School; former CEO, Tropicana and Seagram USA

Annotation World Bank Discussion Paper No. 357.Decentralization and democratization in the Latin America and the Caribbean region have produced a wave of innovations on the local government level--upgrading professional staffs, raising taxes and user fees, delivering better services, and mobilizing participation in public choice-making. This paper documents five cases of best practices at the local level, focusing on innovations in Mendoza, Argentina; Curitiba, Brazil; Cali, Colombia; Manizales, Colombia; and Tijuana, Mexico. A the central message of the paper is that by supporting creation and adoption of best practice, donors can enjoy a cost-effective impact in achieving the next stages of reform in the region, but that work must be done at the local level.

As the world changes, how do we educate differently so students, teachers, and staff are empowered to thrive in this environment? In this new book from bestselling author A.J. Juliani, you’ll learn a clear process to guide risk-taking and lead change so you can be intentional about innovation in your classroom, school, and life. Juliani shows why we need intentional innovation and how to implement it effectively using the PLASMA framework: What to Praise, Look For, and Assess Support What is Different Make Time for Creative Work Allow for the New and Unknown You’ll also gain insights on celebrating failing and learning, creating conditions for creativity, and leading the change. Whether you are a technology and innovation coach, a teacher, or an administrator, Intentional Innovation will motivate you to take risks, be up to date on the latest research, and manage strong working relationships designed to help students succeed beyond school doors. It’s not just about technology for change, but about fostering relationships to motivate, inspire, and challenge us to step out and lead in a future that is exciting and unknown.

Seminar paper from the year 2005 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, Humboldt-University of Berlin (Entrepreneurship / Innovationmanagement), course: Seminar on Innovation Theory, language: English, abstract: 1 Introduction This seminar paper deals with the descriptive decision theory, which tries to show the actual decision behavior especially of ENTREPRENEURS. The question I particular examine is whether research and development activities and patenting is influenced by prior gain or loss experiences of entrepreneurs. This paper objective is to attain an empirically confirmation for this hypothesis. To make this possible I will turn out the evolutionary steps of strategic choice behavior models and show in an experimental study that prior gain or loss experiences have a considerable and significant impact on entrepreneurial risk taking and, as I will show later, as well on research and development activities. 2 Motivation To examine entrepreneurial decision behavior under risk and after personal gain or loss experiences, we should take into account that research and development activities, in sense of developing a new product or product idea and the following placing of the innovation within the market, is obviously quite more risky then a `simple ́ product-innovation. Empirical studies show that success of innovative product ideas is indicated by exceptionally low success probabilities about 3 – 5 %. (Perlitz / Löbler 1985, p 426) This gives an idea about the fact that research and development activities involve very high risks. If an Entrepreneur further chooses to patent the Innovation or the new product it produces additional costs and thereby increases the risk, because the potential loss if the venture fails is increasing as well. However, patenting is sometimes necessary to protect innovations against failure or to enlarge the possible outcome. But if entrepreneurs only accept increasing risks if there is an increasing expected gain as well, it raises a problem. The R & D activities involve high risks which reduce the expected profit and a small expected profit is not a very good reason for taking big risks. So what is the explanation for this phenomenon?

How did "innovation" become something to strive for, an end in itself? And how did "the market" come to be thought of as the space of innovation? This edited volume provides the first historical examination of how innovations are conceived, marketed, navigated and legitimated from a global perspective that highlights contrasting experiences. These experiences include: colonial "projecting" in the Dutch New Netherlands, trust networks in the early US securities market, female investors during the Financial Revolution, life insurance in nineteenth-century France, "bubbles" and trusts in 1920s Shanghai, government regulation of the pre-Revolutionary stock market and the checkered success of today’s bit-coin technology. By discussing these diverse contexts together, this volume provides a pathbreaking reconsideration of market and business activities in light of both the techniques and the emotional vectors that infuse them.

If you want to learn how to identify and protect the critical inventions developed in your business, you're in the right place. If you are confused about the patent application process and don't understand which inventions are worthy of patent protection, this book sheds light on those issues. You invest significant time, money, and effort developing new products and services. That means lots of late nights and missed family activities to perfect these inventions. You and your team are doing important work. Your inventions can make vehicles safer, get vaccines to patients faster, and provide improved teaching systems for kids. You want to protect those inventions just like you would any other valuable business asset. Patents provide a way to protect the inventions in your new products and services. Patents covering critical inventions in your industry provide a competitive edge during the life of the patent. In my experience, many companies do not understand the patent process and fail to properly protect inventions that are critical to the company's success. That's why I created the three-step system described in this book. The system has been tested with hundreds of companies of all sizes in a variety of industries. It's the same system I use every day with my own clients.

Assessing and managing risk is vitally important, and is increasingly studied in a range of areas including politics and international relations, finance and insurance, and innovation and the valuing of intangible assets such as patents and intellectual property. The degree to which innovation is encouraged or otherwise – a key factor for many businesses - depends in part on the attitude towards risk in the context in which it takes place. Taplin considers the different attitudes towards risk and innovation, and the different ways in which risk and innovation are handled, in Japan, Britain the USA. Providing a broad and detailed examination of the subject, she discusses topics including risk management standards, managing risk in marketing, the insurance industry, patents, and in venture capital, and of how risk management in organizations has evolved.