Why can’t sales seem to catch up with innovation? In The Sales Innovation Paradox, Howard Dover uses his decade of experience as a sales technologist and professor to answer the question: Why has investment in salesperson training and a huge transformation of available technology in the last decade not resulted in more efficacy in the modern sales world for most companies? In addressing this paradox, Dover discusses: How to develop modern sales methods to become a sales disruptor How digital marketplaces have shaken up the classic sales machine How customer behaviors have changed as a result of technology innovations How organizational and environmental obstacles keep the field in the state of paradox If you’re an executive who is feeling that your efforts are decreasing in efficacy and that your investment in technology isn’t paying off, this book will help you identify the cycles and trends that keep you from achieving your team’s full potential. It’s time to end the sales innovation paradox for you and your team!

You've worked hard to make your sales operation a success, and you've achieved results. But in an age of ever-changing technologies and increasing customer demands, if you're selling like you always have, you're leaving deals on the table-and reducing potential. You can reinvigorate your sales organization, create new opportunities, and build competition-proof customer relationships when you start thinking like a designer. Design Thinking is a customer-centric innovation process that transforms the way one sells, whether it's an inside sales team or a group of field reps with multimillion-dollar portfolios. Welch and Jones's proven Sell by Design methodology will reduce the time it takes to get a first call, build pipeline, and increase deal size. And it reestablishes a deeper human connection in an era of automated response. Naked Sales will show you how firms like Salesforce, Hyland Software, and Ellie Mae are using this approach to stay customer-centric and increase revenue. Learn more at www.somersaultinnovation.com.

Since Schumpeter, economists have argued that vast productivity gains can be achieved by investing in innovation and technological catch-up. Yet, as this volume documents, developing country firms and governments invest little to realize this potential, which dwarfs international aid flows. Using new data and original analytics, the authors uncover the key to this innovation paradox in the lack of complementary physical and human capital factors, particularly firm managerial capabilities, that are needed to reap the returns to innovation investments. Hence, countries need to rebalance policy away from R and D-centered initiatives †“ which are likely to fail in the absence of sophisticated private sector partners †“ toward building firm capabilities, and embrace an expanded concept of the National Innovation System that incorporates a broader range of market and systemic failures. The authors offer guidance on how to navigate the resulting innovation policy dilemma: as the need to redress these additional failures increases with distance from the frontier, government capabilities to formulate and implement the policy mix become weaker. This book is the first volume of the World Bank Productivity Project, which seeks to bring frontier thinking on the measurement and determinants of productivity to global policy makers.

Innovation is central to the success of technology companies. The CEOs of these companies must make a priority of ensuring that technical know how is effectively converted into value. The paradox is that they rarely do. Resolving the Innovation Paradox shows how to put innovation for longer-term growth at the centre of the CEO radar. One tool is distributed innovation . Distributed innovation offers companies two main benefits. First, companies raise revenue by using channels such as licensing and selling innovation projects. Second, companies tap into external technical know-how, combining it seamlessly with their internal capabilities to develop 'high impact' products and services. Unconstrained by internal resources, such firms gain in agility. Resolving the Innovation Paradox offers examples from companies such as Generics, Intel, Nokia and Samsung. The book is addressed to all readers interested in managing innovation.

From the bestselling authors of Making Innovation Work (30,000 copies sold and translated into ten languages) comes a book that questions everything about how organizations innovate. Key takeaway: classical business management and corporate structures by their very nature will kill, not create, breakthroughs. The authors describe a new kind of organization--the startup corporation--that will make established companies as innovative as startups.

Develop stronger, more profitable relationships with your buyers in the digital era Right now, how we buy and sell is evolving dramatically. People have fundamentally changed the way they do business. To put it simply: buyers no longer interact with sellers in the same way. To ensure a profitable future, sales leaders and teams need to embrace this transformation. In the face of globalisation, ecommerce, subscription services, and new digital tools for buyers and sellers alike, you need new strategies to generate successful sales and better bottom lines. Deep Selling shares the cutting-edge sales model you need to create a buyer-obsessed, high-performance culture. Your team urgently needs to embrace the growing suite of digital and AI technologies. But new technologies alone won’t solve all your selling problems. To really maximise your success, you need to evolve your selling frameworks and behaviours. You need to use these new tools in smart ways, embedding them into your sales execution models. In this book, you’ll discover how to: Audit the current sales techniques and cycles in your organisation Transform your sales execution models Achieve organisational buy-in through new performance measures and shared goals for success Use data to drive strategy, and revolutionise your selling with the latest digital and AI tools Build deeper buyer relationships that create more value and improve buyer outcomes With Deep Selling, you and your team will learn how to meet buyers on today’s real-world terms — and engage them more fully and successfully than ever before.

In The Innovation Paradox, Richard Farson and Ralph Keyes argue that failure has its upside, success its downside. Both are steps toward achievement, and the two extremes are not as distinct as we imagine. In today's business economy, it's not success or failure -- it's success and failure that lead to genuine innovation. History's great innovators, from Thomas Edison and Charles Kettering to Bill Gates and Jack Welch, saw failure as an important stepping-stone -- and with this groundbreaking book, you too can learn how to become more failure tolerant, more risk friendly, and therefore more innovative. Today's most prominent businesspeople agree that The Innovation Paradox has the formula for failure and success down to a science, Make no mistake: If you're looking to reinvent yourself, your ideas, or your business model, this book is your sure-fire way to start.

Taking readers through the same steps she's used to help Fortune 500 companies such as Scottrade, Georgia-Pacific, and Boeing, Deborah Schroeder-Saulnier reveals a dynamic critical-thinking process anyone can use to define the strategic tensions within his or her organization, identify the potential of seemingly conflicting options, and develop action steps to maximize the benefits of each.

Arguably, the nation’s community colleges have experienced more change in the last several years than they have over the prior 115 years of their existence. Rapid changes in technology, external pressures for accountability and student completion, aggressive competition from other higher education institutions (i.e., public, for-profit, and private), changes in enrollment demographics, as well as new economic, market, and operational models stand to completely disrupt this relatively young enterprise. Unrelenting Change provides useful, practical examples for community college leaders as they seek to thoughtfully and strategically align their organization for the new dynamic in higher education. Furthermore, Unrelenting Change offers insights into the change process, including institutional assessment and readiness, consideration of cultural implications, strategic intentions toward innovation, as well as risk, failure, and success. Rather than perceiving change and disruptive innovation as merely happenstance, or luck, the author provides discernment into the topic so as to give community college leaders solid, guidance, if not improved odds, in undertaking this important, competitive edge for the future of their intuitions, and by extension, their students.

Whether we're buying a pair of jeans, ordering a cup of coffee, selecting a long-distance carrier, applying to college, choosing a doctor, or setting up a 401(k), everyday decisions—both big and small—have become increasingly complex due to the overwhelming abundance of choice with which we are presented. As Americans, we assume that more choice means better options and greater satisfaction. But beware of excessive choice: choice overload can make you question the decisions you make before you even make them, it can set you up for unrealistically high expectations, and it can make you blame yourself for any and all failures. In the long run, this can lead to decision-making paralysis, anxiety, and perpetual stress. And, in a culture that tells us that there is no excuse for falling short of perfection when your options are limitless, too much choice can lead to clinical depression. In The Paradox of Choice, Barry Schwartz explains at what point choice—the hallmark of individual freedom and self-determination that we so cherish—becomes detrimental to our psychological and emotional well-being. In accessible, engaging, and anecdotal prose, Schwartz shows how the dramatic explosion in choice—from the mundane to the profound challenges of balancing career, family, and individual needs—has paradoxically become a problem instead of a solution. Schwartz also shows how our obsession with choice encourages us to seek that which makes us feel worse. By synthesizing current research in the social sciences, Schwartz makes the counter intuitive case that eliminating choices can greatly reduce the stress, anxiety, and busyness of our lives. He offers eleven practical steps on how to limit choices to a manageable number, have the discipline to focus on those that are important and ignore the rest, and ultimately derive greater satisfaction from the choices you have to make.