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Leading for Innovation: And Organizing For Results 1st Edition

4.9 out of 5 stars 8 customer reviews
ISBN-13: 978-0787953591
ISBN-10: 0787953598
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Editorial Reviews

From Booklist

This is the second volume in the publisher's Wisdom to Action series. As in the previous volume, the editors gather a collection of articles written by well-respected businesspeople from around the world. The articles focus first on the heart of innovation--people, that is--and progress to discussions of the environment, leadership, and business practice. Adopting Peter F. Drucker's definition of change--that it "creates a new dimension of performance"--is offered as step one in innovation. Then various speakers chime in on theory ("assume people are creative," says Margaret Wheatley) and, more importantly, offer practical advice. Several CEOs (from Novartis, Schwab, and ServiceMaster, among others) explain the value of good works, how to create a culture supporting innovation, and the actual processes that encourage new drug discoveries. Much food for thought has been gathered between the covers of this provocative book. Barbara Jacobs
Copyright © American Library Association. All rights reserved

Review

"..a cut above most such anthologies.." (Director, January 2002)
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Product Details

  • Hardcover: 299 pages
  • Publisher: Jossey-Bass; 1 edition (October 15, 2001)
  • Language: English
  • ISBN-10: 0787953598
  • ISBN-13: 978-0787953591
  • Product Dimensions: 6.4 x 1.2 x 9.1 inches
  • Shipping Weight: 1.1 pounds
  • Average Customer Review: 4.9 out of 5 stars  See all reviews (8 customer reviews)
  • Amazon Best Sellers Rank: #1,169,497 in Books (See Top 100 in Books)

Customer Reviews

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By Rolf Dobelli HALL OF FAMETOP 1000 REVIEWER on February 8, 2002
Format: Hardcover
Some 23 experts on management from academia and the private sector share their ideas on how you can take that bloated bureaucracy and turn it into a nimble and innovative machine. The book offers no quick fixes, as illustrated by the authors' observation that innovation is a culture, and not an event. Of special interest is the included list of practices that squelch innovation. We [...] recommend this book, which was inspired by management science pioneer Peter F. Drucker, for executives and all devoted students of the management arts.
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By A Customer on November 14, 2001
Format: Hardcover
Most collected volumes have a few good essays and then you can take or leave the rest. But all of the essays in this book are more than worth the price of the whole book. I was blown away by the depth of wisdom and insight in this collection. You get Charles Handy, Margaret Wheatley, Clayton Christensen, Jim Collins, and Rosabeth Moss Kanter.
I'm always pressed for time and I loved how each one of these essays offered me something I could use in my daily work. There are so many things that can get in the way of being an effective leader and this book helped me think in new ways and look at my organization-an myself-in a new way.
I get the Drucker Foundation's journal, Leader to Leader, and always get great stuff out of it. This collection met all of the expectations I had of a book from the Drucker Foundation.
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Format: Hardcover
The Drucker Foundation has done it again. Gathered a remarkable collection of thought leaders (see the list below) and asked them to write on a critical issue -- leading innovation.
Each chapter is short and easy to absorb, but the collection provides a powerful set of ideas about how leaders can make innovation happen in their organization, whether it's a business, a nonprofit, or a government.
Get a copy for yourself, and one for your boss!
International Thought leaders
James Burke, Jim Collins, Arie de Geus, Max De Pree, Charles Handy, Margaret J. Wheatley
Academics
Clayton M. Christensen (Harvard Business School), Howard Gardner & Kim Barberich (Harvard School of Education), Rosabeth Moss Kanter (Harvard Business School), Dorothy Leonard (Harvard Business School), Henry Mintzberg (McGill University), Jeffrey Pfeffer (Stanford Business School), Walter Swap (Tufts University) Dave Ulrich (University of Michigan)
Corporate leaders
John Kao (Idea Factory), Robert E. Knowling, Jr. (Internet Access Technologies), Ann Livermore (Hewlett-Packard), Bill Pollard (ServiceMaster), David S. Pottruck (Charles Schwab), Daniel Vasella (Novartis)
Consultants
M. Kathryn Clubb, Marshall Goldsmith
Government
William J. Bratton (former Chief of NYPD), Stephen Goldsmith (former mayor of Indianapolis)
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Format: Paperback
1. Arie De Geus says that innovation is one of the cause of short corporate life.

2. The optimization of people is a better way to ensure long term survival of a company

3. Innovation is a specific instrument of entrepreneurship. The entrepreneur brings in a certain degree of disequilibrium create opportunity to innovate. The casualty rate is high and the chance of survival and success low especially in areas of high visiblity.

4. "The Innovator Dilemma" states the average survival of a new commercial business is 12.5 years.

5. At least 45 of the largest corporations have survive the latest innovation destructive storm and survived successive technology waves.

6. Innovation needs to be managed. Innovation is capable of being learned and practiced. Why are some companies better a adapting and thriving in the technology storm?

7. Surviving companies are those who "see themselves as communities with a characteristic culture or ideology, which they combine with a pragmatic pursuit of profits."

8. A consensus exist that business is about profits and management has not choice but to maximize profits or shareholder value.

9. Companies are working communities based on people. The company needs high learning and innovation desparately. Yet the company is structured like a 19th century industrial company based on assets. The employee receives some of the assets in exchange for talents and contributions.

10. Putting profit before people did not work in the old economy nor in the new economy.

11. Historically, land ownership was the source of wealth accumulation and more land ownership meant more wealth. The rise of corporation require capital equity to expand and grow.
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