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CLIPPINGS

CLIPPINGS Many traditional companies have formalized the process of brainstorming, reducing it to an activity often characterized as the untrained leading the unwilling to do the unnecessary. However, many, if not most, successful innovations come from the wrong placesnonconformists with an obsession, individuals stumbling on new discoveries by accident, people finding new uses for products intended for different markets, and so on. After twentyfive years of studying IBM, General Electric, Polaroid, and Xerox, James Brian Quinn of the Amos Tuck Business School at Dartmouth College found that not a single major product had come from the formal planning process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

CLIPPINGS

Journal of Business Strategy , Volume 23 (2): 2 – Feb 1, 2002
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0275-6668
DOI
10.1108/eb040227
Publisher site
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Abstract

Many traditional companies have formalized the process of brainstorming, reducing it to an activity often characterized as the untrained leading the unwilling to do the unnecessary. However, many, if not most, successful innovations come from the wrong placesnonconformists with an obsession, individuals stumbling on new discoveries by accident, people finding new uses for products intended for different markets, and so on. After twentyfive years of studying IBM, General Electric, Polaroid, and Xerox, James Brian Quinn of the Amos Tuck Business School at Dartmouth College found that not a single major product had come from the formal planning process.

Journal

Journal of Business Strategy – Emerald Publishing

Published: Feb 1, 2002

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