October 2001
Intermediate to advanced
304 pages
7h 37m
English
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CHAPTER ELEVEN
MEASURING AND EVALUATING INNOVATIONS
SENIOR EXECUTIVES IN THE FORD Motor Company were ecstatic when the Edsel was unveiled in 1957. The development and launch of the Edsel had been carefully and skillfully managed, and the executives were confident the car would be a success. Yet as we all know, the car that was to be the key to Ford’s return to a position of power in world auto markets was an immediate market disaster. In many companies, this would be the prelude to finding scapegoats and cutting off heads. Ford’s senior executives did not waste time blaming irrational customers or poor internal performance, however, as these managers were convinced that the Edsel was close to being a perfect car—if the prevailing wisdom in the ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.