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Ten Rules for Strategic Innovators: From Idea to Execution Hardcover – December 1, 2005
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From Publishers Weekly
By burying their titular 10 rules in a small final chapter, Govindarajan and Trimble commit the first deadly sin of business writing: ambiguity. Before that, readers can be forgiven for believing there are only three fundamental principles for stewarding innovative projects within established companies: forgetting, borrowing and learning. The Fast Company columnists, who cofounded a leadership institute at Dartmouth's business school, argue that most companies do not understand how to foster a genuinely experimental environment. Judging the new company ("NewCo") by the performance standards of the core company ("CoreCo") won't inspire change, hence the need to forget. But NewCo does have to borrow selectively from CoreCo's best resources in order to gain the foothold necessary for success, and it must learn from its experiences rather than stick blindly to its earliest plans. Govindarajan and Trimble use case studies from four industries, including manufacturing and online media. The examples, supplemented by numerous figures that reduce ideas to clear bullet points, get their points across effectively, but some readers may grow impatient waiting for the promised rules to turn up. (Dec. 1)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
"Organizational DNA for Strategic Innovation", an article adapted from the book, won the 2006 Accenture Award from CMR. -- California Management Review
Top customer reviews
This book is truly a guide for intrepreneurs (which are people trying to launch new products or services companies from inside their existing company). This book defines three major forces which should be managed to help a new company succeeded when launched from its parent company. The major forces are: the forgetting challenge, the borrowing challenge, and the learning challenge. Interestingly, very little existing research highlights the importance of learning in launching new business, that why I value that section of this book! Hence if you're working inside a new business unit or are an upper executive with several new business units under you, I recommend reading this book.
Dr. Brian Glassman
Ph.D in Innovation Management from Purdue University