Other Sellers on Amazon
The Other Side of Innovation: Solving the Execution Challenge (Harvard Business Review (Hardcover)) Hardcover – September 2, 2010
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Frequently bought together
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.
- ASIN : 1422166961
- Publisher : Harvard Business Review Press; 1st edition (September 2, 2010)
- Language : English
- Hardcover : 240 pages
- ISBN-10 : 9781422166963
- ISBN-13 : 978-1422166963
- Item Weight : 15.5 ounces
- Dimensions : 6.45 x 0.89 x 9.53 inches
- Best Sellers Rank: #355,840 in Books (See Top 100 in Books)
- Customer Reviews:
Top reviews from the United States
There was a problem filtering reviews right now. Please try again later.
For anyone involved in an innovation effort this book is almost as therapeutic as it is inspirational and instructional. The author was not only able to very clearly identify and articulate many of the struggles involved in a successful innovation effort but also frame them in such a way as to allow the reader to fully understand their origins and how best to resolve them.
For me reading this book really made everything click. It filled in gaps in my personal understanding that were acting as roadblocks to making truly significant progress and then built upon that foundation to provide a solid framework upon which all innovation teams should incorporate into their own processes and ideology. Needless to say I very highly recommend anyone involved in the innovation process to read and understand the principles taught in this book.
This book is neither of those things. What it is, is absolutely superb. Vijay Govindarajan is less a student of innovation than he is of the people, business engines, corporate realities, and interconnectedness that ties them all together. He writes simply and unpretentiously, and avoids the poisonous pitfall of using his book to shout from the academic pulpit "I HAVE SOLVED MAN'S AGE OLD STRUGGLE WITH NEW PRODUCT AND IDEA DEVELOPMENT!" Which, he has not. But he gets close that he has accurately laid out patterns of human behavior that are universal across all industries and companies, excluding aberrant outliers (startups, for one).
I would recommend this book to anyone who has the ability to look critically enough at themselves to recognize that they could be doing better. Five stars, only because six wasn't an option.
This book is simply a must have for anyone in a leadership position... flat out.
As a seasoned consultant, I can say with some authority that execution is a challenge for at least 90% of my clients, and certainly with the engagements that I've been involved with. Many times organizations believe that their efforts should focus on the important first step of problem identification and then fall short on implementation.
The implementation stage typically involves barrier analysis--and foresight. It takes skill to anticipate obstacles or to deal with them expeditiously as they occur, and we most of us know, this is a large part of the execution/implementation battle.
Govindarajan and Trimble do an excellent job of describing a model that's research-based, yet pragmatic and realistic. Building the right teams are critical to innovation--as is the ongoing task of managing disciplined experiments. So much can be learned by the trial-and-error processes of Thomas Edison, Einstein, DaVinci, etc. and their innovation successes. Yet in the busy work environments of today, learning most often takes a second seat to profits and quick wins.
In concluding, let me say that I've found all of Govindarajan and Trimble's books on innovation helpful and informative, starting with 10 Rules for Strategic Innovators, this book, the companion to this book, a fable entitled How Stella Saved the Farm, and their latest book, Reverse Innovation. All are fascinating reads and all offer pearls of wisdom.
The authors start by identifying that the biggest challenge is NOT to define a given innovation strategy or project, but executing it. So, they propose that we i) Build the Team, and ii) Run a disciplined experiment.
What makes this book unique, when compared to other innovation books, is that it shows real life examples to illustrate their point. It has the right balance between academics and practical solutions.
We have to recognize, though, that some of the concepts and proposed solutions might be easier to implement in bigger, Fortune 500 companies.
Nevertheless, the concepts and solutions could be adapted to smaller divisions or business units.
I would highly recommend this book specially to those who are seeking to implement a novel project, launching a new product, or executing an innovative strategy.
Top reviews from other countries
Each chapter has 1-2 pages of recommendations and observations. At the end there are 13 pages of assessment tools and 11 pages about the research process.
The research evidence is very impressive and presented in a clear, logical format. It provides detailed insight into the issues and approach about how to design and establish teams to 'solve the execution challenge'. It uses the same approach to explain the need for focussed experiments to discover how to (and by implication whether to continue to) implement the potential innovation.
The book stresses how important it is to learn effectively and frequently and then act on what has been learned. I found this aspect most useful - we hear so much, well intentioned, general advice about learning lessons. This is specific-it shows the benefits of acting on the lessons we have identified.
It is not a book for readers who want insights on how to have creative, innovative ideas in the first place!
I have also read and use Nick Milton's book. The Lessons Learned Handbook: Practical Knowledge-Based Approach to Learning from Experience .
This book does what it says in the title. The 2 books complement each other.
This should be on the shelf of any executive who has to manage innovation and deliver value to the business. I've already bought another copy to give to somebody else!
A great analysis of the issues with some new thinking both in perspective and expression
They are well chosen studies to illustrate the points they wish to make and give a range of insights if you want to try and implement them in your business