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Enhanced descriptions from Syndetics:
In their first book, Ten Rules for Strategic Innovators, the authors provided a better model for executing disruptive innovation. They laid out a three-part plan for launching high-risk/high-reward innovation efforts: (1) borrow assets from the existing firms, (2) unlearn and unload certain processes and systems that do not serve the new entity, and (3) learn and build all new capabilities and skills.
In their study of the Ten Rules in action, Govindarajan and Trimble observed many other kinds of innovation that were less risky but still critical to the company's ongoing success. In case after case, senior executives expected leaders of innovation initiatives to grapple with forces of resistence, namely incentives to keep doing what the company has always done--rather than develop new competence and knowledge. But where to begin?
In this book, the authors argue that the most successful everyday innovators break down the process into six manageable steps:
1. Divide the labor
2. Assemble the dedicated team
3. Manage the partnership
4. Formalize the experiment
5. Break down the hypothesis
6. Seek the truth.
The Other Side of Innovation codifies this staged approach in a variety of contexts. It delivers a proven step-by-step guide to executing (launching, managing, and measuring) more modest but necessary innovations within large firms without disrupting their bread-and-butter business.
Includes bibliographical references.
Description based on print version record.
Reviews provided by Syndetics
Library Journal ReviewGovindarajan (founding director, Ctr. for Global Leadership, Tuck Sch. of Business, Dartmouth Coll.) and innovation speaker Trimble point out that the trouble businesses have with innovation is not a lack of innovative ideas but rather their failure to execute those ideas efficiently. They suggest how to choose the proper team members to follow through on new ideas and provide a practical framework by which they can do so. (c) Copyright 2011. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
CHOICE ReviewBased on their decade-long study of innovation in a range of companies (e.g., Cisco Systems, IBM, The New York Times Company, General Electric, Procter & Gamble, Polaroid, and Porsche), Govindarajan and Trimble (both, Dartmouth) report that today's organizations find it difficult to bridge the gap between their creativity and inventiveness and to turn ideas into value-added, marketable products and processes. The book is divided into two sections: "Build the Team" and "Run a Disciplined Experiment." The six interrelated chapters provide an interesting and useful step-by-step program designed to create an organizational culture in which traditional company operations partner with innovation initiatives, permitting the integration of a company's core competencies with the ongoing need for creativity and the discovery of new ideas. Excellent in-depth case studies illustrate the tenets of their innovation initiatives: dividing the labor, team building, managing the organizational partnership, formulating the experiment, breaking down the hypothesis, and seeking the truth. This well-written book is oriented toward the business professional, and a familiarity with contemporary management and organizational leadership would be helpful. Summing Up; Recommended. Upper-division undergraduate through professional collections. S. R. Kahn University of Cincinnati
Author notes provided by Syndetics
Vijay Govindarajan is the Earl C. Daum 1924 Professor of International Business and the Founding Director of the Center for Global Leadership at the Tuck School of Business at Dartmouth College, and the 2008 Professor-in-Residence and Chief Innovation Consultant for General Electric. Chris Trimble, a well-known innovation speaker and consultant, is also on the faculty at Tuck.