This book presents innovative strategies for sustainable, socially responsible enterprise management from leading thinkers in the fields of corporate citizenship, nonprofit management, social entrepreneurship, impact investing, community-based economic development and urban design. The book's integration of research and practitioner perspectives with focused best practice examples offers an in-depth, balanced analysis, providing new insights into the social issues that are most relevant to organizational stakeholders. This integrated focus on sustainable social innovation differentiates the book from academic research monographs on stakeholder theory and practitioner guides to managing traditional Corporate Social Responsibility (CSR) programs. Managing for Social Impact features 15 contributed chapters written by thought leaders, industry analysts, and managers of global and local organizations who are engaged with innovative models of sustainable social impact. The editors also provide a substantive introductory chapter describing a new strategic framework for enhancing the Return on Social Innovation (ROSI) through four pillars of social change: Open Circles, Focused Purpose Sharing, Mutuality of Success, and a Persistent Change Perspective.

This Brief focuses on strategies for innovation. Top-Down Innovation discusses the barriers to successful organizational and product innovation, distills the leading theories about how to foster innovation, and presents six case studies of well-known brands that have succeeded (and in one case failed) in meeting innovation challenges. Synthesizing the lessons learned from companies that have mastered innovation over time, it provides a new perspective on the role of market-leading companies and top management in driving innovation. Since the publication of Clayton Christensen s pioneering Innovator s Dilemma in 1997, the rules of innovation have themselves been transformed. Today, innovation frequently starts at the CEO level with a vision that percolates throughout the organization. In contrast to traditional theories of technology disruption, new market entrants, and business model innovation, this study concludes that vision and leadership at the top is a decisive factor in successful innovation initiatives."

This book presents innovative strategies for sustainable, socially responsible enterprise management from leading thinkers in the fields of corporate citizenship, nonprofit management, social entrepreneurship, impact investing, community-based economic development and urban design. The book's integration of research and practitioner perspectives with focused best practice examples offers an in-depth, balanced analysis, providing new insights into the social issues that are most relevant to organizational stakeholders. This integrated focus on sustainable social innovation differentiates the book from academic research monographs on stakeholder theory and practitioner guides to managing traditional Corporate Social Responsibility (CSR) programs. Managing for Social Impact features 15 contributed chapters written by thought leaders, industry analysts, and managers of global and local organizations who are engaged with innovative models of sustainable social impact. The editors also provide a substantive introductory chapter describing a new strategic framework for enhancing the Return on Social Innovation (ROSI) through four pillars of social change: Open Circles, Focused Purpose Sharing, Mutuality of Success, and a Persistent Change Perspective.

We are surrounded by products that have minds of their own. Computing power, in the form of microcontrollers, microprocessors, sensors, and data storage chips, has become so cheap that manufacturers are building connectivity and embedded intelligence into all types of consumer goods. These 'smart products' are fundamentally changing both the competitive landscape for business and the daily lives of consumers. This book analyzes the evolution of smart products to help managers understand the impact of embedded product intelligence on corporate strategy, consumer value, and industry competition. It describes four different ecosystem strategies for designing and launching smart products: the control-focused Hegemon, the standards-focused Federator, the high growth and brand-focused Charismatic Leader, and the disruptive industry Transformer. This ecosystem model is then applied to smart products in the automotive, wireless, energy, residential, and health industries. The book concludes with recommendations for successfully managing smart products and services.

We are surrounded by products that have minds of their own. Computing power, in the form of microcontrollers, microprocessors, sensors, and data storage chips, has become so cheap that manufacturers are building connectivity and embedded intelligence into all types of consumer goods. These 'smart products' are fundamentally changing both the competitive landscape for business and the daily lives of consumers. This book analyzes the evolution of smart products to help managers understand the impact of embedded product intelligence on corporate strategy, consumer value, and industry competition. It describes four different ecosystem strategies for designing and launching smart products: the control-focused Hegemon, the standards-focused Federator, the high growth and brand-focused Charismatic Leader, and the disruptive industry Transformer. This ecosystem model is then applied to smart products in the automotive, wireless, energy, residential, and health industries. The book concludes with recommendations for successfully managing smart products and services.