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It is recommended therefore that Nypro purchase 2-3 of the NovaPlast machines for each plant. There does not appear to be any doubts with respect to the merits of the machine. This strategy would allow the different Nypro plants to innovate with respect to using the machine, which would create a large set of best practices for the different plants to copy from each other, strengthening the organization as a whole far more than the other two options would allow for, and cutting off Nypro's competition in the process. The other options seem to be based on the idea that NovaPlast's usefulness is unknown, which does not appear to be the situation at present. If Lankton has no doubt about NovaPlast, he should roll it out immediately across the company and put Nypro back on a high-growth innovation cycle. & Hood, N. (2001). Unleash innovation in foreign subsidiaries. Best Practice. In possession of the author.
Works Cited:
CNBC. (2007). Innovation: Apple vs. Microsoft. YouTube/CNBC. Retrieved February 21, 2011 from http://www.youtube.com/watch?v=9urohQpqXJ4&feature=related
Intel. (2009). Innovation management 2009 group 11. YouTube/Intel. Retrieved February 21, 2011 from http://www.youtube.com/watch?v=lWMspbbqMPQ&feature=related
Moore, G. (2005). Innovation crisis at established enterprises. Stanford University. Retrieved February 20, 2011 from http://academicearth.org/lectures/innovation-crisis-at-established-enterprises
Moore, G. (2005). Market maturity life cycle. Stanford University. Retrieved February 20, 2011 from http://academicearth.org/lectures/market-maturity-life-cycle
Works Cited:
Birkinshaw, J. & Hood, N. (2001). Unleash innovation in foreign subsidiaries. Best Practice. In possession of the author.
CNBC. (2007). Innovation: Apple vs. Microsoft. YouTube/CNBC. Retrieved February 21, 2011 from http://www.youtube.com/watch?v=9urohQpqXJ4&feature=related
Intel. (2009). Innovation management 2009 group 11. YouTube/Intel. Retrieved February 21, 2011 from http://www.youtube.com/watch?v=lWMspbbqMPQ&feature=related
Moore, G. (2005). Innovation crisis at established enterprises. Stanford University. Retrieved February 20, 2011 from http://academicearth.org/lectures/innovation-crisis-at-established-enterprises
Moore, G. (2005). Market maturity life cycle. Stanford University. Retrieved February 20, 2011 from http://academicearth.org/lectures/market-maturity-life-cycle
Innovation Lankton manages innovation at Nypro by creating a highly-competitive environment. There are a few different ways in which this environment is fostered. The company has performance bonuses only for top performers, creating incentive among good performers to improve their performance. Lankton also has implemented a corporate culture that emphasizes both competition and intrapreneurship. The latter is important because Lankton recognized that top innovators typically prefer to become entrepreneurs, so the company
They know it is working because over 25,000 customers use the check in feature daily, reducing the time and stress of the airport visit (Story, 2010). Besides being innovative technologically, British Airways is also being lauded with its push towards face-to-face connections. Innovative contests and interesting businesses adventures were the theme of this promotion -- the idea of winning a face-to-face connection anywhere in the world that British Airways services.