New Releases by Chris Trimble

How Physicians Can Fix Health Care: One Innovation at a Time Professor Chris Trimble Dartmouth College Penicillin, wonder drug of the 1940s, delivered a dramatic double win. It improved medical outcomes and simultaneously slashed costs. Today''s cheap and curative elixirs, however, are not pills. They come instead in the form of innovations in the way care is delivered. Fee-for-service medicine has stood as a formidable barrier to these innovations for decades. Now, thanks to the ongoing transition to value-based payments, there are tens of thousands of opportunities for dramatic double wins. They are found in every hospital, in every clinic and in every medical condition. Policymakers have done their part. The rest is up to innovators on the front lines. Innovators will emerge from every health profession. There will be little progress on the largest opportunities, however, without one essential ingredient: physician leadership. For years, many physicians have felt like mere captives in the game of fixing health care. Physicians are no longer pawns, they are prime movers. A groundswell of physician innovators, determined to rebuild care one step at a time, is exactly what the system needs. The innovations that have the greatest potential are of a certain minimum size. They are characterized by the creation of small multidisciplinary teams - a few people to a few dozen - that are dedicated full time to a single effort to redesign care from scratch for a particular patient population. They deploy providers in nontraditional ways. They sometimes invent entirely new roles and team structures for health care delivery. How Physicians Can Fix Health Care: One Innovation at a Time is the essential step-by-step guide for physician innovators, their teams and the senior leaders in their organizations. Chris Trimble has dedicated his career to studying innovation inside of established organizations. This is his sixth book.

La innovación es un desafío que tiene dos caras. La primer es las ideas, la segunda es el desarrollo de las ideas, la forma como se implementan las mismas. Para tener éxito se necesitan de las dos, sin embargo la mayoría de las empresas y consultores se concentran sólo en la primera parte y lo que consiguen es tener infinidad de ideas que nunca llegan a ningún lugar El principal mensaje de Más allá de la idea es muy simple. La segunda parte, el desarrollo de la innovación es una disciplina en sí misma. Requiere tiempo, energía y una forma de pensar determinada. Desgraciadamente pocas son las empresas que le prestan la atención necesaria. Lo importante a tener en cuenta es: Primero presta atención a la forma en la cual se desarrollarán las ideas.

India is home to one of the world''s largest populations without electricity access. Traditionally, the Government of India has extended rural electrification using two instruments: consumption subsidies and free connections to households below the poverty line (BPL). This study centers on subsidies for electricity consumption, examine their size, frequency, and distribution to households. It uses poverty as a lens through which to focus more closely on these concepts, asking such questions as how well subsidies are targeted to BPL households. The study findings demonstrate that subsidies cover 87 percent of all electricity consumed by India''s households. Furthermore, residential subsidies are large compared to the cost of electricity and the small cross-subsidy amounts taken from non-subsidized residential consumption. Moreover, the vast majority of electrified households receive a net subsidy on their electricity consumption. About 87 percent of subsidy payments go to households living above the poverty line (ABL) instead of to the poor, and over half of subsidy payments go to the richest 40 percent of households. The key factor driving this outcome is tariff design. Only some states have highly concessional BPL tariffs. In most states, tariffs for the non-poor are subsidized nearly as much as BPL tariffs. Because non-poor households consume significantly more electricity than poor households, they are eligible for significantly higher subsidies. Owing to the relatively low access rate among poorer households, many of them are unable to take advantage of tariff subsidies.

Alerte sur la banquise ! L''histoire d''une colonie de pingouins à mettre entre toutes les mains: avec humour et perspicacité, cette fable simple et drôle, illustrée de nombreux dessins, en dit long sur nos résistances au changement et sur comment les vaincre. Elle constitue un guide de réflexion à l''heure où de grands bouleversements s''annoncent dans notre monde contemporain. Alerte à la ferme ! Il était une fois l''innovation. Ou comment transformer une idée en succès, à travers les aventures de Stella, une brebis sympathique et attachante, qui se trouve confrontée à la gestion d''une ferme proche de la faillite. Comment travailler en équipe, réussir le changement et innover en période de crise ? À travers huit principes faciles à mettre en oeuvre, cette fable illustre comment, face à de nombreux obstacles, il est néanmoins possible de conduire avec efficacité le changement.

The New York Times bestselling authors of Reverse Innovation and How Stella Saved the Farm distill more than a decade of exclusive research into one short, powerful, action-oriented book. Companies stumble when they imagine that innovation is mostly about ideas. The reality is that ideas are only beginnings. Indeed, even a company with the world''s best idea still faces a devilish challenge: it must build the business of tomorrow without endangering the business of today. Vijay Govindarajan and Chris Trimble are the world''s leading authorities on the successful management of innovation. In Beyond the Idea, they distill more than a decade of research and insight into a practical, accessible, read-at-one-sitting handbook that offers invaluable guidance for anyone charged with making innovation happen: executives, managers, consultants, project leaders, and teams. By offering specific action steps, Beyond the Idea extends the elegant conceptual insights from How Stella Saved the Farm, Govindarajan and Trimble''s parable. Beyond the Idea shows exactly how to: - Build a team with a very particular structure, one that makes it possible to simultaneously build something new and sustain what exists. - Manage any innovation initiative as a disciplined experiment. - Implement three distinct models for moving from ideas to action. Beyond the Idea is an essential book for any business that recognizes that innovation always has been, and always will be, the key to long term growth and vitality.

「過去の成功」から脱出し、成功し続けるための10のルール 『リバース・イノベーション』のゴビンダラジャン教授の原点、「過去の成功」から脱出し、「戦略的イノベーション」で成功し続けるための10のルール 本書の中心となる課題は、「しっかりとできあがった組織で画期的なアイデアによって画期的な成長を実現するにはどうすればよいか」である。 事業が成熟するにしたがって、成長がますます難しくなる。どんなビジネスモデルであれ、成長の余力はやがて失われる。成長が衰えれば株価は低迷し、CEOは職を失う。社内の空気もよどみ、社員のキャリアも停滞する。組織自体も伸び悩み、競争力も衰える。ではどうすればよいのか?自社の内部に成長の芽を求めるのは骨も折れるし、組織が年をとり、市場が飽和するにつれて、既存市場で成長するには既存他社を食うほかはなくなり、金に飽かせてシェアを獲得するのは非常に難しい。したがって新しいビジネスモデルを探る「戦略的イノベーション」が最も魅力的な選択肢となる。 本書では、ベストプラクティスを抽出するために、コーニング、ユニリーバ、シスコシステムズ、ニューコアなどイノベーティブな企業に綿密な聞き取りをし、サン・マイクロシステムズ、3M、ウォルマート、サウスウエスト航空、インテル、ディズニー、オラクル、ジョンソン・エンド・ジョンソン、P&G、コダック、マイクロソフトなどの研究も参照した。 偉大な戦略と偉大な実施とではどちらが大切か?——イノベーションについては、実施のほうが重要だ。どんなによく練られた事業計画も、かなりの推測が織り交ぜられている。問題はアイデアではなく、それをどう実施するか、なのだ。本書では単なる事業計画(創造性中心)を爆発的な成長へと導く10のルールを明らかにする。 ※本電子書籍は同名出版物を底本とし作成しました。記載内容は印刷出版当時のものです。 ※印刷出版再現のため電子書籍としては不要な情報を含んでいる場合があります。 ※印刷出版とは異なる表記・表現の場合があります。予めご了承ください。 ※プレビューにてお手持ちの電子端末での表示状態をご確認の上、商品をお買い求めください。 (翔泳社)

Comment travailler en équipe, réussir le changement et innover en période de crise ? À la ferme Windsor, les temps sont durs. Les prix agricoles ont dangereusement chuté et les animaux, Stella, Deirdre, Bull, Einstein, Rambo, Maisie et Andrea, n''ont qu''une alternative : la faillite, ou la reprise par leur concurrent le moins sympathique. Décidés à innover ensemble pour sauver leur ferme, ils lancent sur le marché un produit de luxe : la laine d''alpaga. Leurs aventures, de la prise de décision à la réussite commerciale, en passant par la remise en question du leadership, l’expérimentation maîtrisée et la résistance de certains au changement, parleront à tous les dirigeants, managers et entrepreneurs qui doivent rassembler leurs équipes et s’adapter rapidement dans un contexte sans cesse changeant. À travers huit principes faciles à mettre en oeuvre, cette fable illustre comment, face à de nombreux obstacles, il est néanmoins possible de conduire avec efficacité le changement. Nourri des travaux de recherches de Vijay Govindarajan, spécialiste mondial de l’innovation, cet ouvrage, à la fois ludique et didactique, a déjà inspiré de nombreuses entreprises de toutes tailles et de différents secteurs d’activité et donne les clés pour maîtriser rapidement les meilleures techniques de management et les processus d’innovation et réussir en toutes circonstances.

How Stella Saved the Farm is a simple parable about making innovation happen. Written by the authors of the New York Times bestselling Reverse Innovation: Create Far From Home, Win Everywhere, Vijay Govindarajan and Chris Trimble. This story resonates in organizations of all types—public sector, private sector, and social sector, from mammoth corporations to small organizations employing just a few dozen people. The parable is about a farm in trouble. Bankruptcy, or the grim prospect of being acquired by a hostile competitor, threaten. The farm succeeds only if the team pulls together and innovates. The main characters in the story—Stella, Deirdre, Bull, Mav, Einstein, Rambo, Maisie, and Andrea—are all like people you know, maybe even yourself. The tale includes an unexpected leadership challenge, an ambitious call to action, a bold idea, countless internal obstacles and conflicts, fears, joys, triumphs, and even a love interest. It''s a story that can be enjoyed by anyone. How Stella Saved the Farm delivers eight simple lessons to guide innovation initiatives to success. It prepares business leaders to avoid some of innovation''s most toxic myths, teaches how to build the right kind of team, and shows how to learn quickly from experience.

In Eastern Europe and Central Asia there are significant pressures for residential energy tariffs to rise, as government budgets are increasingly stretched and cannot afford to pay large energy subsidies. Further pressures for tariffs to rise come from environmental concerns, as the tariff levels that households now face do not cover the social costs of energy production. Because reforms that would increase energy tariffs are likely to affect significantly the poor and the middle class, their political feasibility may be questioned unless appropriate ways of cushioning the impacts can be devised. Balancing these competing claims—fiscal and environmental concerns on the one hand, affordability and political economy concerns on the other—is a task that policy makers in the region are increasingly unable to put off. While challenging, the reforms needed for this balancing act can build on much that has been learned in the last decade in terms of improving the effectiveness of social assistance systems and increasing energy efficiency. This report suggests that a policy agenda that focuses on cutting subsidies to the energy sector, while investing in energy efficiency and supporting households at the bottom of the distribution, amounts to a new wave of policy reforms for the energy sector in transition countries. The feasibility of such an integrated policy agenda and the ability of these policies to balance the competing claims of fi scal responsibility and social concerns are explored through different policy scenarios, which, in their simplicity, help clarify the parameters of the policy choices many countries ECA are facing. This report is a part of a series of 3 regional reports. The series includes “Growing green: The economic benefits of climate action in Europe and Central Asia”, “Balancing act: Cutting energy subsidies and protecting affordability” and “Lessons learned from energy efficiency success cases”.

Una fábula que muestra cómo la innovación puede salvar una empresa. Si te gustó ¿Quién se ha llevado mi queso?, te encantará este libro. Una granja en problemas. Unos animales incapaces de gestionarla. La amenaza de bancarrota o de que los derechos de la explotación sean adquiridos por un humano hostil ensombrece el ánimo de sus moradores. La realidad del fin los asusta. La granja sólo sobrevivirá si sus miembros son capaces de trabajar en equipo e innovar. La perseverancia de la oveja Stella y de sus compañeros será determinante para defender su futuro. ¿Conseguirán salvar Windsor Farm? Los expertos en gestión empresarial e innovación Vijay Govindarajan y Chris Trimble nos ofrecen en Stella salvó la granja diferentes estrategias para gestionar las iniciativas de innovación gracias a un método sobre el que llevan investigando más de diez años y que ha sido testado en empresas líderes. La historia de la salvación de Windsor Farm es una fábula inspiradora y didáctica que servirá de modelo para los grandes y pequeños empresarios. Un libro que enseñará a los hombres y a las mujeres de negocios el desafío de lo que significa un buen liderazgo, la ambición como acción, el valor de una idea arriesgada o la gestión de los miedos y de los éxitos.

This report discusses patient preference and challenges the NHS to stop ''the silent misdiagnosis'' and take more account of patient preferences. It argues that by doing so it will improve not only the service offered to patients but also the performance of the health system as a whole.

Innovation is no longer the exclusive domain of the Silicon Valley elite. Reverse Innovation will open your eyes to the fact that the dynamics of global innovation are changing-and if you want your firm to survive, you''d better pay attention. The gap between rich nations and emerging economies is closing. No longer will innovations travel the globe in only one direction, from developed to developing nations. They will also flow in reverse. CEOs of the world''s most influential companies agree and have cited Reverse Innovation as their playbook for the next generation of global growth.

Die Welt ändert sich, und damit müssen wir umgehen. Die Tiere auf der Windsor Farm machen uns vor, wie man gemeinsam schwierige Situationen bewältigt. Über vier Generationen haben sie in Eigenregie ihren Hof erfolgreich führen können, doch nun droht der Bankrott. Sehr anschaulich und mit feinem Humor schildern Vijay Govindarajan und Chris Trimble, wie die Hoftiere - angeleitet durch das schlaue Schaf Stella - eine zukunftsfähige Innovationsidee umsetzen. Und hierbei müssen sie personell und organisatorisch umdenken, optimale Produktionsprozesse entwickeln und den Finanzrahmen im Auge behalten. Dank effektiver Managementfähigkeiten und unerschütterlichem Teamgeist wird schließlich der Bestand des Gemeinwesens gerettet. Diese Geschichte lehrt uns, wie wir in prekärer Lage Mut zu Neuem fassen und mit unkonventionellen Maßnahmen unsere Ziele erreichen.

The authors reveal how to execute an innovation initiative. Regardless of the type of initiative, the crux of the challenge is that business organizations are not designed for innovation; they are designed for ongoing operations. And there are deep and fundamental conflicts between the two.

Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That''s what makes emerging high-growth industries so attractive. With no proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough to capture them first. But building tomorrow''s businesses while simultaneously sustaining excellence in today''s demands a delicate balance. It is a mandatory quest, but one that is fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday''s successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed.The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. "Forget, Borrow, Learn" is every leader''s guide to execution in unexplored territory.