The other side of innovation : solving the execution challenge

Title:

Author:

Govindarajan, Vijay.

ISBN:

9781422166963

Personal Author:

Govindarajan, Vijay.

Publication Information:

Boston, Mass. : Harvard Business School Pub., 2010.

Physical Description:

xiv, 220 p. : ill. ; 25 cm.

Contents:

Introduction: Making innovation happen -- Build the team. Divide the labor ; Assemble the dedicated team ; Manage the partnership -- Run a disciplined experiment. Formalize the experiment ; Break down the hypothesis ; Seek the truth -- Conclusion: Moving on, moving up.

Abstract:

The authors reveal how to execute an innovation initiative. Regardless of the type of initiative, the crux of the challenge is that business organizations are not designed for innovation; they are designed for ongoing operations. And there are deep and fundamental conflicts between the two.

Subject Term:

Technological innovations -- Management.

Industrial management.

Strategic planning.

Added Author:

Trimble, Chris

Format:

Books

Document ID:

SD_ILS:1332097

Availability:

Holds:

Available:*

Library	Shelf Number	Material Type	Status
Searching... D - Water & Sanitation Library	658.4063 GOVI	Non Fiction	Searching... Unknown
Searching... Magabheni Library	658.4063 GOVI	Non Fiction	Searching... Unknown

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Summary

Companies can't survive without innovating. But most put far more emphasis on generating Big Ideas than on executing them--turning ideas into actual breakthrough products, services, and process improvements.

That's because "ideating" is energizing and glamorous. By contrast, execution seems like humdrum, behind-the-scenes dirty work. But without execution, Big Ideas go nowhere.

In The Other Side of Innovation, Vijay Govindarajan and Chris Trimble reveal how to execute an innovation initiative--whether a simple project or a grand, gutsy gamble.. Drawing on examples from innovators as diverse as Allstate, BMW, Timberland, and Nucor, the authors explain how to:

* Build the Right Team: Determine who'll be on the team, where they'll come from, how they'll be organized, how much time they'll devote to the project, and how they'll navigate the delicate and conflict-rich partnership between innovation and ongoing operations.

* Manage a Disciplined Experiment: Decide how team members can quickly test their assumptions , translate results into new knowledge, and measure progress. Give innovation leaders a tough but fair performance evaluation.

Practical and provocative, this new book takes you step-by-step through the innovation execution process--so your Big Ideas deliver their full promise.

Author Notes

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.

Reviews (2)

Choice Review

Based on their decade-long study of innovation in a range of companies (e.g., Cisco Systems, IBM, The New York Times Company, General Electric, Procter & Gamble, Polaroid, and Porsche), Govindarajan and Trimble (both, Dartmouth) report that today's organizations find it difficult to bridge the gap between their creativity and inventiveness and to turn ideas into value-added, marketable products and processes. The book is divided into two sections: "Build the Team" and "Run a Disciplined Experiment." The six interrelated chapters provide an interesting and useful step-by-step program designed to create an organizational culture in which traditional company operations partner with innovation initiatives, permitting the integration of a company's core competencies with the ongoing need for creativity and the discovery of new ideas. Excellent in-depth case studies illustrate the tenets of their innovation initiatives: dividing the labor, team building, managing the organizational partnership, formulating the experiment, breaking down the hypothesis, and seeking the truth. This well-written book is oriented toward the business professional, and a familiarity with contemporary management and organizational leadership would be helpful. Summing Up; Recommended. Upper-division undergraduate through professional collections. S. R. Kahn University of Cincinnati

Library Journal Review

Govindarajan (founding director, Ctr. for Global Leadership, Tuck Sch. of Business, Dartmouth Coll.) and innovation speaker Trimble point out that the trouble businesses have with innovation is not a lack of innovative ideas but rather their failure to execute those ideas efficiently. They suggest how to choose the proper team members to follow through on new ideas and provide a practical framework by which they can do so. (c) Copyright 2011. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Preface	p. ix
Introduction Making Innovation Happen	p. 1
Ideas are only beginnings
Conflict between innovation and ongoing operations is inevitable
Innovation initiatives require a special team and a special plan
Part I Build the Team
1 Divide the Labor	p. 29
Define a partnership between a Dedicated Team and the Performance Engine
Understand the Performance Engine's limits
The Performance Engine must sustain excellence in ongoing operations
2 Assemble the Dedicated Team	p. 51
Don't build a Little Performance Engine
Act as though you are building a new company from scratch
Expect discomfort
3 Manage the Partnership	p. 75
Be positive, persuasive, and collaborative
Get help from senior executives
Anticipate conflict and act in advance
Part II Run a Disciplined Experiment
4 Formalize the Experiment	p. 101
To get great results, focus on learning, not results
Talk about what you don't know
Make formal but routine revisions to the plan
5 Break Down the Hypothesis	p. 123
Draft a crystal-clear hypothesis of record
Focus on great conversations, not great spreadsheets
Create a custom scorecard
6 Seek the Truth	p. 143
Understand sources of bias
Expect your predictions to be wrong
Create a framework for accountability
Conclusion Moving On, Moving Up	p. 163
Assessment Tools	p. 181
Scholarly Foundations	p. 195
Index	p. 207
Acknowledgments	p. 217
About the Authors	p. 219

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Bound With These Titles

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Summary

Summary

Author Notes

Reviews (2)

Choice Review

Library Journal Review

Table of Contents