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Ten Rules for Strategic Innovators: From Idea to Execution Hardcover – Illustrated, December 1, 2005
Purchase options and add-ons
- Print length256 pages
- LanguageEnglish
- PublisherHarvard Business Review Press
- Publication dateDecember 1, 2005
- Dimensions6.25 x 1.25 x 9.25 inches
- ISBN-109781591397588
- ISBN-13978-1591397588
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Editorial Reviews
From Publishers Weekly
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Review
From the Back Cover
The slow-growth global economy creates opportunities for those who dare to innovate and experiment with new strategy concepts. Govindarajan and Trimble suggest a compelling approach for how to execute these concepts, backed by real-life examples. Ram Charan, coauthor, Execution and Confronting Reality
This book provides specific examples of the themes of forgetting, borrowing, and learning, highlighting them as key to innovation. Many companies get lost in the middle of the innovation process, but these authors show how to turn breakthrough ideas into breakthrough growth. John B. Menzer, President and CEO, Wal-Mart International
Ten Rules for Strategic Innovators makes a compelling case: In today s complex marketplace, the survival of the fittest is determined by a company s aggressive pursuit of growth that is, creating, leveraging, managing, and sustaining it. Govindarajan and Trimble s analysis shows just how vulnerable established companies are, and how they can avoid failure by unlocking themselves from a narrow and nostalgic business model. Robert L. Nardelli, Chairman, President & CEO, The Home Depot, Inc.
Strategic innovation is the major source of economic value creation for investors and for our society. Yet mature corporations often fail at this very important activity not because of the lack of ideas but because of the lack of execution skills. Ten Rules for Strategic Innovators is a wonderful primer on how to execute and is a must-read for any senior executive interested in how to successfully grow and innovate. Glenn A. Britt, Chairman and CEO, Time Warner Cable, Inc.
Govindarajan and Trimble have produced an enormously important book! The challenges of building growth businesses inside existing organizations are well known; the solutions are not. In Ten Rules for Strategic Innovators the authors have combined solid theory, relevant case examples, and simple wisdom. . . . The notions of forgetting, borrowing, and learning will likely become major bases of logic in our organization. Leonard A. Schlesinger, Vice Chairman and Chief Operating Officer, Limited Brands, Inc.
About the Author
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
- Best Sellers Rank: #514,010 in Books (See Top 100 in Books)
- #93 in Business Structural Adjustment
- #133 in Organizational Change (Books)
- #700 in Starting a Business (Books)
- Customer Reviews:
About the authors
Vijay Govindarajan, known as VG, is widely regarded as one of the world’s leading experts on strategy and innovation. VG, NYT and WSJ Best Selling author, is the Coxe Distinguished Professor at Dartmouth College’s Tuck School of Business and the Marvin Bower Fellow at Harvard Business School. The Coxe Distinguished Professorship is a new Dartmouth-wide faculty chair. He was the first Professor in Residence and Chief Innovation Consultant at General Electric. He worked with GE’s CEO Jeff Immelt to write “How GE is Disrupting Itself”, the Harvard Business Review (HBR) article that pioneered the concept of reverse innovation – any innovation that is adopted first in the developing world. HBR picked reverse innovation as one of the Great Moments in Management in the Last Century. In the latest Thinkers 50 Rankings, Govindarajan was ranked the #1 Indian Management Thinker.
VG writes about innovation and execution on several platforms including Harvard Business Review and Bloomberg BusinessWeek. He is a co-leader of a global initiative to design a $300 House.
Govindarajan has been repeatedly identified as a Top 5 management thinker by influential publications including: Outstanding Faculty, named by Business Week in its Guide to Best B-Schools; Top Ten Business School Professor in Corporate Executive Education, named by Business Week; Top Five Most Respected Executive Coach on Strategy, rated by Forbes; Top 50 Management Thinker, named by The London Times; Rising Super Star, cited by The Economist; Outstanding Teacher of the Year, voted by MBA students.
Prior to joining the faculty at Tuck, VG was on the faculties of Harvard Business School, INSEAD (Fontainebleau) and the Indian Institute of Management (Ahmedabad, India).
VG’s research has garnered numerous accolades. He was inducted into the Academy of Management Journals’ Hall of Fame, and ranked by Management International Review as one of the Top 20 North American Superstars for research in strategy. One of his papers was recognized as one of the ten most-often cited articles in the entire history of Academy of Management Journal.
VG is a rare faculty who has published more than ten articles in the top academic journals (Academy of Management Journal, Academy of Management Review, Strategic Management Journal) and more than ten articles in prestigious practitioner journals including several best-selling HBR articles. He received the McKinsey Award for the best article in HBR. He published the New York Times and Wall Street Journal Best Seller, Reverse Innovation.
VG has worked with CEOs and top management teams in more than 25% of the Fortune 500 firms to deepen and integrate their thinking about strategy. His clients include: Boeing, Coca- Cola, Colgate, Deere, FedEx, GE, Hewlett-Packard, IBM, J.P. Morgan Chase, J&J, New York Times, P&G, Sony, and Wal-Mart. Much in demand on the lecture circuit, he has been a keynote speaker in the BusinessWeek CEO Forum, HSM World Business Forum, TED and World Economic Forum at Davos.
VG received his doctorate from the Harvard Business School and was awarded the Robert Bowne Prize for the best thesis proposal. He also received his MBA with distinction from the Harvard Business School where he was included in the Dean’s Honor List. Prior to this, VG received his Chartered Accountancy degree in India where he was awarded the President’s Gold Medal for obtaining the first rank nationwide.
Chris Trimble, a professor at Dartmouth, is an expert on innovation inside of established organizations. His most recent multi-year research effort focused on innovation in health care delivery. He published his sixth book, How Physicians Can Fix Health Care: One Innovation at a Time, in the Fall of 2015. (For more: www.physicianinnovators.net.)
In September of 2013, Chris published Beyond the Idea: How to Execute Innovation in Any Organization, with co-author Vijay Govindarajan. Chris and Vijay also collaborated on the New York Times bestseller Reverse Innovation: Create Far From Home, Win Everywhere, which focuses on the specific challenge of innovating to propel growth in emerging markets, and How Stella Saved the Farm, a simple story that instigates productive conversations about what it really takes to make innovation happen.
Notable articles include the McKinsey Award winning "Stop the Innovation Wars" in the July-August 2010 Harvard Business Review, and "How GE is Disrupting Itself" in the October 2009 Harvard Business Review with Vijay Govindarajan and GE Chairman Jeff Immelt.
At Dartmouth, Chris teaches in the MBA, MPH, MD, and Master in Health Care Delivery Science programs. He has spoken all over the world and has advised a wide range of organizations including General Electric, Deere & Company, AT&T, eBay, Microsoft, Fidelity, Thomson-Reuters, and The New York Times Company.
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- Reviewed in the United States on October 22, 2016Ideas 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, 2012The 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, 2006Professors 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.
- Reviewed in the United States on December 30, 2005A 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.
- Reviewed in the United States on September 27, 2011Many 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, 2007I 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.
- Reviewed in the United States on February 7, 2006Good 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, 2012it 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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BicioReviewed in Italy on September 13, 2020
4.0 out of 5 stars 📌 Carino
✔️ Libro semplice e scorrevole
- 10,000 MonkeysReviewed in Canada on September 9, 2013
4.0 out of 5 stars Tangible advice for successful implementation
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'.