The Global Brain: Your Roadmap for Innovating Faster and Smarter in a Networked World (Hardcover)

by Satish Nambisan (Author), Mohanbir Sawhney (Author)
Key Phrases: open source software, product lifecycle management, innovation steward, Jam Central, Creative Bazaar, Linden Lab (more...)

Editorial Reviews

Product Description
Innovation is a key concept for business development, and yet there is no right way to master it. As the concept of network-centric innovation becomes more diverse and more confusing, there is a desperate need for people to better understand the different models used in network-centric innovation. This book brings clarity to the confusion, and argues that managers cannot rely on success stories they have read about in the press to implement a network-centric innovation strategy. Instead they need rigorous and analytical advice on what role their company should play in an innovation network, what capabilities they need to create, and how they need to prepare their organization for this significant shift in the innovation approach. This book offers a practical and detailed roadmap for planning and implementing an externally-focused innovation strategy.

From the Back Cover
All the talk about "open innovation" and externally-focused innovation assumes that "one size fits all" in terms of what network-centric innovation is and how companies should harness external creativity. But the reality is that there is no one right way to master this tool. For instance, loosely governed community-based innovation projects are a very different animal from tightly-orchestrated development projects driven by a large firm. As the landscape of network-centric innovation becomes more diverse and more confusing, there is a desperate need to structure the landscape to better understand different models for network-centric innovation. This book brings clarity to the confusion. Further, it argues that managers cannot rely on anecdotal success stories they read about in the press to implement a network-centric innovation strategy. They need rigorous and analytical advice on what role their company should play in an innovation network, what capabilities they need to create, and how they need to prepare their organization for this significant shift in the innovation approach. This book offers a practical and detailed roadmap for planning and implementing an externally-focused innovation strategy.

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Product Details

• Hardcover: 304 pages
• Publisher: Wharton School Publishing; 1 edition (October 22, 2007)
• Language: English
• ISBN-10: 013233951X
• ISBN-13: 978-0132339513
• Product Dimensions: 9 x 6.2 x 1.3 inches
• Shipping Weight: 1.1 pounds (View shipping rates and policies)
• Average Customer Review: 4.8 out of 5 stars See all reviews (5 customer reviews)
• Amazon.com Sales Rank: #116,928 in Books (See Bestsellers in Books)

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Customer Reviews

Most Helpful Customer Reviews

3 of 3 people found the following review helpful:

5.0 out of 5 stars How to communicate, cooperate, and collaborate effectively in a "flat world", December 28, 2007

By	Robert Morris (Dallas, Texas) - See all my reviews (TOP 50 REVIEWER)    (REAL NAME)

With regard to the term Global Brain, Satish Nambisan and Mohanbir Sawhney refer to "the diverse set of external players that constitute the innovation network for the companies" discussed in this book such as P&G, IBM, Boeing, and Apple]; and Network-centric innovation to describe "the underlying principles of collaborative innovation in such a context." They add that a common theme n their research was their interest in the concept of distributed innovation. That is, "innovation initiatives that are spread across a diverse network of partners." Their vehicle for exploration was the Kellogg Innovation Network (KIN) -- "a forum for senior innovation managers of large companies - affiliated with the Center for Research in Information and Technology that [Sawhney] directs at the Kellogg School of Management. The KIN is an excellent example of the power of the Global Brain in action."

Nambisan and Sawhney carefully organize and present their material within five Parts. During the course of their narrative, they respond to questions such as these:

Why should companies seek innovation externally during a transition from being firm-centric and network-centric?

What are the core principles of network-centric innovation?

What are the four basic models and key elements of network-centric innovation?

How to develop a contingent framework that maps the context for innovation?

Which guidelines can help managers to evaluate the different types of opportunities that are most appropriate to their organization's resources, capabilities, and strategies?

What are the implications of network-centric innovation for the emerging economies?

What are the common trends in various countries' emerging economies?

How to analyze the potential for companies in these countries to "plug into the global brain"?

I especially appreciate Nambisan and Sawhney's provision of dozens of real-world examples that illustrate their key points. For example, in Chapter 5 they examine what they characterize as "the orchestra model" that can take two quite different forms: The Orchestra-Integrator model and the Orchestra-Platform model. With regard to the former, they examine Boeing's 787 Dreamliner project and include Table 5.1 (Pages 96-97) that portrays the project's specific elements of network-centric innovation. With regard to the Orchestra-Platform Model, they examine Salesforce.com and the AppExchange Forum. Figure 5.3 (Pages 110-111) illustrates the elements of its network-centric innovation.

"In both the Integrator and Platform model, the innovation architecture defined by the dominant firm becomes the context for the network partners to innovate...In both cases, the tricky part is to bring together a diverse set of capable partners who are sufficiently committed to the innovation architecture and to orchestrate their activities in a manner that leads to outcomes that are beneficial to all the network members."

After completing their exploration of the Global Brain and "painting a picture of the landscape of network-centric innovation," Nambisan and Sawhney urge their reader to chart her or his own organization's "journey" to position it as a player in the same rich and diverse landscape. "We have a simple mantra for [achieving] this: Think BIG, Start SMALL, Scale FAST."

Bon voyage!

2 of 2 people found the following review helpful:

5.0 out of 5 stars Tremendous Book, March 30, 2009

By	Brian Glassman - See all my reviews (REAL NAME)

Sawhney & Nambisan are years ahead with this book, which basically explains open innovation, and how it works! The title is poor though, they should rename it "the ultimate Open Innovation book"! Pretentious but accurate! I give it a 5 out of 5!
In all I think they summarized structures for open Innovation, I am sure they will publish many academic articles from their findings, but the real essence of this book is in the first 9 chapters where they explain the variations of open innovation networks.
I really recommend buying this books, especially if you are interested in leveraging network to aid or sustain your innovation pipeline! But bewared it is a long read, and contains many, in my opinion long winded examples, which really help clarify the finer issues for innovation practitioners.

Brian Glassman
Ph.D in Innovation management from Purdue
Innovation Management
Commercialization
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1 of 1 people found the following review helpful:

5.0 out of 5 stars the gobal brain, June 9, 2008

By	Dr. H. Van Der Heide "vdh" (son, the netherlands) - See all my reviews (REAL NAME)

"The gobal brain" and the models for networks elucidated therein in detail provided an highly interesting theoretical basis for a newly developed IT technology ("collaborative network portal (CNP)") by our start-up company, bv cluster (the Netherlands), dedicated to improve the efficiency/efectiveness of open (R&D) innovation projects in network environments.
It ("The global brain") helped us to identify important dimensions in open R&D projects in network environments. We can use it for improvement of our implementation methodology of this CNP technology. Great stuff for our company and it confirmed that we are on the right track with our approach.