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Ten Rules for Strategic Innovators: From Idea to Execution Hardcover – Illustrated, December 1, 2005

3.8 out of 5 stars 58 ratings

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Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. With no proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough to capture them first. But building tomorrow's businesses while simultaneously sustaining excellence in today's demands a delicate balance. It is a mandatory quest, but one that is fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed.The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. "Forget, Borrow, Learn" is every leader's guide to execution in unexplored territory.
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From Publishers Weekly

By burying their titular 10 rules in a small final chapter, Govindarajan and Trimble commit the first deadly sin of business writing: ambiguity. Before that, readers can be forgiven for believing there are only three fundamental principles for stewarding innovative projects within established companies: forgetting, borrowing and learning. The Fast Company columnists, who cofounded a leadership institute at Dartmouth's business school, argue that most companies do not understand how to foster a genuinely experimental environment. Judging the new company ("NewCo") by the performance standards of the core company ("CoreCo") won't inspire change, hence the need to forget. But NewCo does have to borrow selectively from CoreCo's best resources in order to gain the foothold necessary for success, and it must learn from its experiences rather than stick blindly to its earliest plans. Govindarajan and Trimble use case studies from four industries, including manufacturing and online media. The examples, supplemented by numerous figures that reduce ideas to clear bullet points, get their points across effectively, but some readers may grow impatient waiting for the promised rules to turn up. (Dec. 1)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Review

"Organizational DNA for Strategic Innovation", an article adapted from the book, won the 2006 Accenture Award from CMR. -- California Management Review

Product details

  • ASIN ‏ : ‎ 1591397588
  • Publisher ‏ : ‎ Harvard Business Review Press; Illustrated edition (December 1, 2005)
  • Language ‏ : ‎ English
  • Hardcover ‏ : ‎ 256 pages
  • ISBN-10 ‏ : ‎ 9781591397588
  • ISBN-13 ‏ : ‎ 978-1591397588
  • Item Weight ‏ : ‎ 1.26 pounds
  • Dimensions ‏ : ‎ 6.25 x 1.25 x 9.25 inches
  • Customer Reviews:
    3.8 out of 5 stars 58 ratings

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Top reviews from the United States

  • Reviewed in the United States on October 22, 2016
    Ideas in this book can both be used as the framework for startups as well as transforming subsidiaries into successful entities
  • Reviewed in the United States on August 8, 2012
    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.
  • Reviewed in the United States on March 22, 2006
    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.
    One person found this helpful
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  • Reviewed in the United States on December 30, 2005
    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.
    8 people found this helpful
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  • Reviewed in the United States on September 27, 2011
    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.
  • Reviewed in the United States on July 15, 2007
    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.
    One person found this helpful
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  • Reviewed in the United States on February 7, 2006
    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. DiModica

    Author of the book

    Value Forward Selling - How to Sell Management

    [...]
  • Reviewed in the United States on December 24, 2012
    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

Top reviews from other countries

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  • Bicio
    4.0 out of 5 stars 📌 Carino
    Reviewed in Italy on September 13, 2020
    ✔️ Libro semplice e scorrevole
    Report
  • 10,000 Monkeys
    4.0 out of 5 stars Tangible advice for successful implementation
    Reviewed in Canada on September 9, 2013
    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'.