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13 of 15 people found the following review helpful:
5.0 out of 5 stars
An Important Contribution to the History of Intrapraneuring, June 17, 2000
This review is from: Revolutionaries at Sony: The Making of the Sony Playstation and the Visionaries Who Conquered the World of Video Games (Hardcover)
This book is the authorized case history of how Sony came to enter and become a leader in the video game business in the 1990s. Many people despair about the potential for companies to produce entrepreneurs and entreneurial results from within major corporations. The latest look at this subject in general is The Innovator's Dilemma. This book is an important case history on the subject, because it both confirms and challenges many common beliefs about intrapreneurship (being an entrepreneur inside a company, a term coined by Gifford Pinchot). First, Japanese companies have a reputation for being not very innovative. The Sony entry into computer games is just the opposite, an important innovation based on a well-considered bet on advanced technology and how a market could be developed. Second, the case history is especially noteworthy because the Sony team took the unusual perspective (but one that I subscribe to in The 2,000 Percent Solution and The Irresistible Growth Enterprise) that ordinary people can approach perfection routinely. And the Sony team did just that. Third, Ken Kutaragi, the key entrepreneur in the story, shows how being a contructive rebel can pay off. Shades of skunk works at Lockheed! He clearly must be familiar with the literature that suggests that you need to get the team away from everyone else, yet access top talent. He did this by the unusual approach of heading a joint venture between Sony corporate and Sony Music, a subsidiary. This allowed the venture to be both in and out of Sony, depending on what is needed. He was aggressive when Sony was wrong, and enthusistically supportive when Sony was right in its support. Fourth, this case is an excellent example of technological vision: Many of the key decisions were based on the expected development of future technology, but that technology was not yet available as the product was developed. If the technology had not become available later, Sony would have lost a fortune. Yet it made one instead. This is a wonderful example of anticipation. The summary of the key principles that created this success (over $7 billion in sales in its fourth year -- one of the greatest new business entries in history) near the end is worth putting on your wall. Anyone who wants to create fast growth should study this book. It provides many key lessons into the required leadership practices for technology-based businesses in the 21st century. I suspect it will become a classic in Japan. It should become one everywhere.
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10 of 12 people found the following review helpful:
3.0 out of 5 stars
Nothing Revolutionary, but a decent read nonetheless, January 2, 2001
This review is from: Revolutionaries at Sony: The Making of the Sony Playstation and the Visionaries Who Conquered the World of Video Games (Hardcover)
Revolutionaries at Sony does a good job of detailing an insider's perspective of the rise of the Playstation. It gives a good account of how the platform came to be, and a thorough discussion of the hardware. Sony's business plans, particularly its marketing strategy is also detailed for the reader, and gives some insight into the marketing of the PS2. Unfortunately, the story of Ken Katarugi, the "hero" of the book (p. xi), reads more like "The Life and Times of Montgomery Burns, as told by Waylon Smithers" rather than even a semi-objective attempt at accurate history. Indeed, after reading Revolutionaries at Sony, I was left wondering what is this book exactly? A history? A fan book? By its cover, it's supposed to be a business case-study book. As a case study book, I'd expect a wider range of perspectives. Who heard of a case study of a business that quotes the senior executives almost exclusively? Where are the attempts to build alternative explanations, or refute alternative hypothesis. If it is a business case study, then I'd also expect to see a more thorough description of the business environment Nintendo's business model, which Asakura seems to have missed almost completely, is scantly mentioned. Given that Sheff's excellent history of Nintendo is now several years old, this oversite is more than a little disturbing. But, if you're looking for a good one sided (Officially sancioned) account of the rise of the PlayStation, and a few of the facts behind the Rise of the Playstation, then Revolutionaries at Sony will do. You can read the full review at Joystick101.org http://www.joystick101.org/?op=displaystory&sid=2000/12/23/19945/112
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10 of 12 people found the following review helpful:
5.0 out of 5 stars
Valuable Model for Entrepreneurship in Japanese Companies, February 13, 2001
This review is from: Revolutionaries at Sony: The Making of the Sony Playstation and the Visionaries Who Conquered the World of Video Games (Hardcover)
Revolutionaries at Sony is the authorized case history of how Sony came to enter and become a leader in the video game business in the 1990s. Many people despair about the potential for large companies to produce entrepreneurs and entrepreneurial results from within major corporations. Even more people would despair about that occurring with fast-changing technologies in the slow-moving, consensus-driven cultures of Japanese companies. The latest look at this general subject is found in the well-done book, The Innovator's Dilemma. This book is an important case history on the subject, because it both confirms and challenges many common beliefs about intrapreneurship (being an entrepreneur inside a company, a term coined by Gifford Pinchot). First, Japanese companies have a reputation for being not very innovative. The Sony entry into computer games is just the opposite, an important innovation based on a well-considered bet on advanced technology and how a market could be developed. In describing this case, the potential advantages of a large company because obvious in terms of creating access to and the ability to use more types of advanced technology. Second, the case history is especially noteworthy because the Sony team took the unusual perspective (but one that I subscribe to in The 2,000 Percent Solution and The Irresistible Growth Enterprise) that ordinary people can approach perfection routinely. And the Sony team did just that. Third, Ken Kutaragi, the key entrepreneur in the story, shows how being a contructive rebel can pay off. Shades of skunk works at Lockheed! He clearly must be familiar with the literature that suggests that you need to get the team away from everyone else, yet access top talent. He did this by the unusual approach of heading a joint venture between Sony corporate and Sony Music, a subsidiary. This allowed the venture to be both in and out of Sony, depending on what is needed. He was aggressive when Sony was wrong, and enthusistically supportive when Sony was right in its support. Fourth, this case is an excellent example of technological vision: Many of the key decisions were based on the expected development of future technology, but that technology was not yet available as the product was developed. If the technology had not become available later, Sony would have lost a fortune. Yet it made one instead. This is a wonderful example of anticipation. The summary of the key principles that created this success (over $7 billion in sales in its fourth year -- one of the greatest new business entries in history) near the end is worth putting on your wall. Anyone who wants to create fast growth should study this book. It provides many key lessons into the required leadership practices for technology-based businesses in the 21st century. I suspect it will become a classic in Japan. It should become one everywhere else as people seriously consider how to make giant companies dance nimbly with technology.
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