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The Other Side of Innovation: Solving the Execution Challenge (Harvard Business Review) Hardcover – September 2, 2010


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The Other Side of Innovation: Solving the Execution Challenge (Harvard Business Review) + Reverse Innovation: Create Far From Home, Win Everywhere + Beyond the Idea: How to Execute Innovation in Any Organization
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Product Details

  • Series: Harvard Business Review
  • Hardcover: 240 pages
  • Publisher: Harvard Business Review Press; 1 edition (September 2, 2010)
  • Language: English
  • ISBN-10: 1422166961
  • ISBN-13: 978-1422166963
  • Product Dimensions: 1 x 6.5 x 9.5 inches
  • Shipping Weight: 1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (40 customer reviews)
  • Amazon Best Sellers Rank: #85,048 in Books (See Top 100 in Books)

Editorial Reviews

Review

The Other Side of Innovation is packed with clear recommendations about how to put its findings into practice…” - Research Technology Management

“How do companies generate new ideas? And how do they turn those ideas into products? Hardly a week passes without someone publishing a book on the subject. Most are rubbish. But The Other Side of Innovation: Solving the Execution Challenge is rather good … In their new book [the authors] address two subjects that are usually given short shrift: established companies rather than start-ups and the implementation of new ideas rather than their generation.” – The Economist

“…a veritable how-to guide for CEOs and entrepreneurs.” – Inc. Magazine

“Excellent in-depth case studies…” “well-written book” “Summing Up: Recommended” - CHOICE Magazine

About the Author


Vijay Govindarajan is the Earl C. Daum 1924 Professor of International Business and the Founding Director of the Center for Global Leadership at the Tuck School of Business at Dartmouth College, and the 2008 Professor-in-Residence and Chief Innovation Consultant for General Electric. Chris Trimble, a well-known innovation speaker and consultant, is also on the faculty at Tuck.

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Customer Reviews

I reccommend to read the book both for startup entrepreneurs and for corporations managers.
Martynas
I found this excellent book very useful because it has a unique approach to executing innovation initiatives - strategies or projects.
Manuel de TP
This book is a unique mix of practical insights real time innovation case studies and academic research.
Imtiaz AHMAD

Most Helpful Customer Reviews

95 of 98 people found the following review helpful By Jeffrey Phillips VINE VOICE on November 11, 2010
Format: Kindle Edition
As a consultant who believes the emphasis on idea generation is wildly overblown, and that there is far too little focus on idea execution, I was glad to hear that VJ Govindarajan and Chris Trimble were developing a book focused on "solving the execution challenge". Frankly, all the flash and sizzle of trend spotting, understanding customer needs and idea generation is interesting, but it's in the idea management, evaluation, selection, prototyping and commercialization where all the heavy lifting gets done, and the real value added.

I've really struggled to wrap my head around The Other Side of Innovation. What can you say about a book that is correct in all its recommendations yet doesn't seem to add anything new to the discussion. Everything that the authors talk about is absolutely correct, and perhaps needs to be rehashed again and again.

In the introduction the authors use a mountain climbing metaphor to think about the focus on the exciting "summitting" but point out that achieving the summit is only half the job. What's left is the less interesting but equally important dismount. Similarly, innovation requires both the generation of ideas and the evaluation and implementation of ideas, with implementation usually receiving the short shrift. This assertion is absolutely correct, but is it new? Implementation, whether it is focused on new ideas or an update to an existing product or service, is always the "hard part". The authors pursue a consistent definition of innovation, looking at several different models:

* innovation = ideas + execution
* innovation = ideas + motivation
* innovation = ideas + process

But they don't seem to have a definitive answer. Again, interesting, but does this add to the conversation?
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16 of 18 people found the following review helpful By Shrikant on June 7, 2011
Format: Hardcover
No one can climb a mountain for you. You have to do it for yourself.

The fundamental assumption that "the other side of innovation: SOLVING THE EXECUTION CHALLENGE" is based on is that your organization is attempting innovation initiatives beyond its current capabilities. Capabilities that you are not willing to develop internally. In other words you are attempting to climb Mt. Rainier, to use the authors' opening example, when you are neither fit for the challenge nor possess the skills for it. Think about this for a second. Contemplate the likely outcome of such an attempt. If it doesn't kill you it will most assuredly maim you leaving you worse off for having tried.

However, Vijay Govindarajan and Chris Trimble "see no reason why established organizations should be incapable of executing any innovation initiative". So, what is the solution these authors dictate? After 10 years of field research at "[innovative companies] as diverse as Allstate, BMW, Harley-Davidson, IBM, Nucor, and Timberland", they recommend that you "Build the Right Team" and "Run a Disciplined Experiment". Let us understand something clearly: it doesn't matter how many expert mountain guides you hire or how well you plan your expedition, if you are not fit, if you do not possess the necessary skills, it will fail... disastrously. So, shame on the authors for making a flawed assumption and then impelling organizations to attempt such challenges.

To be fair, they have made valid observations of several crucial shortcomings in organizations today:
* It is not an organization's creativity and technology that falls short, it is its management's capability: leaders just aren't trained to drive innovation.
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8 of 8 people found the following review helpful By paddy miller on October 16, 2010
Format: Hardcover
Those who read Ten Rules will not find much new in The Other Side. The terminology has changed so that CoreCo is now the Little Performance Engine and NewCo is simply "an innovation initiative." For those wondering if they should read the earlier book or the later one, the decision comes down to style, with the first book delivering only the facts and the second book being more chatty.
Reading these books, it seems that many of the pitfalls that result in an innovation initiative petering out can be attributed to a lack of rigor in approach. For example, Govindarajan and Trimble find widespread the assumption that conversational awareness of the differences between the new initiative's and the established company's business models is enough, whereas they see a change in behavior as necessary.
Ten Rules and The Other Side are both excellent books that offer a clear guide for what can be a rocky process of innovating in established businesses. Govindarajan and Trimble say that the principles outlined in their approach are also valid for other types of innovation. This is true to the extent that you cannot go wrong in reading these books, although they hardly scratch the surface of topics such as employee or executive motivation to persevere through the process, say. Our biggest quibble is that The Other Side is a repeat of Ten Rules, and as such it wastes the time of those who have read the first book and take up the second one hoping to learn something new.
reviewed more fully at [...]
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11 of 13 people found the following review helpful By Alessandro Germano on August 17, 2010
Format: Hardcover Verified Purchase
I haven't finished it yet, but at this point I can already tell you: This is a great book. The authors approach a very little-talked-about issue that in fact is the most important for anyone with practical exposition to innovation initiatives: After you came up with the Great Idea (or at least with what you think a Great Idea should be), how to really make it happen, especially in a corporation? Moreover, their approach is neither naive nor snob: instead, it is based on extensive research and interviews with real companies, real people, real projects. Finally, they do a tremendous work of translating deep knowledge into insightful, understandable frameworks. Such frameworks depict their advice on execution into components and subcomponents (organize and plan; build, assemble and manage; depth, power balance and operating rhythm) that are surely bound to become lingua franca in this field. My sincerest congratulations to this work that is helping me think in previously unimagined ways about how to prepare for innovation effectiveness.
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