CHAPTER 9
Organizing to Innovate
MANY OF THE CASE STUDIES of established companies that have successfully created new growth businesses detail a single success. The companies that have gotten it right once or a handful of times—such as ING when it created its rapidly growing ING Direct offering, Motorola when it caught the mobile phone market off guard with its ultrathin RAZR phone, and Procter & Gamble when it established whole new categories with products such as Swiffer, Febreze, and Crest Whitestrips—surely demand respect and admiration. Managers of the success stories know all too well how hard it is to fend off the forces that make the creation of innovation-driven growth businesses so very tricky for market-leading incumbents.
The punishing ...
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