Ten Rules for Strategic Innovators: From Idea to Execution

Ideas in this book can both be used as the framework for startups as well as transforming subsidiaries into successful entities

The authors use relevant and engaging examples to conduct comparison against their rules as laid out in the text which easily draws you in. It is a very easy read and breaks away from the norm by exposing the reader to the Their Focused Planning (TFP) model for Strategic Planners/Strategic innovators vice the standard business models (DDP) which many business leaders find too difficult to apply to strategic experiments. The notes in the back of the book provide some great insight into the minds of both authors and place each chapter in context to what they were thinking or going for within each. Excellent way to gather more resources or references for further self-study on the topic of strategic innovation and experiments. I would recommend this book for anyone considering careers in project management, organizational development, human performance, human resources, learning and development or management. Great book.

Many organizations are so eager to sustain their growth but lacks in establishing new ventures in current organizational ecosystem. This book shows that in a step by step approach with real world cases. This book is a must for CXO levels who look for new opportunities apart from their core businesses. Starting a new venture inside the company is highly difficult process than most people think. This book will show you the process and hints that you cant find anywhere.

I work deeply involved in innovation and its unusual needs for creating successful business, sometimes very far from the regular processes and methodologies. However, it was sometimes difficult to justify to my bosses why I took some decisions that seemed to go in opposite direction of the expected result and it is exactly what this book brought to me. Recommended.

Professors Govindarajan and Trimble look at the most unusual of all activities -- launching a major new business that's different from the company's core. Usually such enterprises founder because of poor direction or because they are successful and threaten the core . . . which kills them off. The professors propose 10 rules for avoiding those twin perils.The rules are (in simplified, paraphrased form):1. A powerful strategic idea is not enough to ensure success.2. You need to forget irrelevant lessons that led to success in the traditional business.3. Established companies can outperform start-ups in pursuing strategic innovation by leveraging the established businesses' key resources and assets.4. Strategic experiments face more unknowns than known quantities.5. The organization for strategic innovation should be built from the ground up to optimize that opportunity . . . and to avoid tainted loyalty and memories of the other businesses.6. Only senior management can manage the inevitable conflicts between the old and new businesses.7. The strategic innovation will need planning processes designed to maximize learning.8. Keep the politics out of letting the innovative organization learn.9. Focus the innovation organization on learning rather than near-term results.10. Organizations can learn relevant skills to make strategic innovations easier to pursue and more successful.To understand these points, I suggest that you begin with reading chapter ten. The book's overall message is pretty well buried in the earlier material. Also, the authors mainly provide examples of failure before chapter ten. It's easier to understand their thesis in terms of the challenging success of Analog Devices establishing the new technology of MEMS (microelectromechanical systems).Each point is then developed in more detail in terms of another example earlier in the book. You can go back and read those chapters where you think you would like to know more. But many of the points are pretty obvious to anyone who has worked on strategic innovation in a large organization (such as rules 1, 2, 4, 6, 8-10).One chapter that you should definitely read is chapter 9 which goes into the authors' approach to theory-based planning. Unlike much of the rest of the book which is a series of illustrated problems and failures in a few organizations, the ideas in this chapter have been tested out with hundreds of executives who have used a simulation exercise to learn how to organize strategic innovation efforts. If this chapter had been expanded into a whole book, I would have liked this effort better.The book is easy to read and follow. There are many figures and tables that nicely elaborate on the text.If you are interested in the idea of executed strategies for innovation, you should also read the works of Robert Kaplan and David Norton about how to use strategy maps and balanced scorecards for innovation execution.

Good examples and case studies flow from this book on why executive management teams need to change their current new business ideas approach to succeed and that success is based of testing new business opportunities - not hunches or emotional perceptions of buyer needs.Read it and then employ its suggestions.Paul R. DiModicaAuthor of the bookValue Forward Selling - How to Sell Management[...]

A great academic study, but business people won't find this book very useful because its main theme (Forget, Borrow, Learn) is too vague to apply. The book doesn't tell you what to forget, what to borrow or what to learn. Nor does it provide any guidance on how to figure out what to forget, borrow or learn. So, as a senior executive, I haven't got any idea about what to do with my firm.

it is more academic and a little heavy to read but the material is distinguish. i really recomend the book if you like to understand innovation today

✔️ Libro semplice e scorrevole

Well framed theories, clear explanations and solid case studies. Structured thinking introduces lots of ways to implement. This is a recommended read, particularly for senior executives considering an innovation 'experiment'.