TY - JOUR
AB - 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.
TI - CLIPPINGS
JF - Journal of Business Strategy
DO - 10.1108/eb040227
DA - 2002-02-01
UR - https://www.deepdyve.com/lp/emerald-publishing/clippings-5qGQr0O3Aa
SP - 4
EP - 5
VL - 23
IS - 2
DP - DeepDyve
ER -