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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.
- Sales Rank: #46150 in Books
- Published on: 2010-09-02
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x 6.50" w x 1.00" l, 1.30 pounds
- Binding: Hardcover
- 240 pages
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.
Most helpful customer reviews
122 of 125 people found the following review helpful.
Delphi in a Nutshell Review by Robert Meek
By Robert Meek
If you frequent the many Delphi newsgroups and programming lists available to all via the Web as I do, you'll note one question in particular that gets asked time and time again. "Can you please advise as to a good Delphi book?" It's a question that comes in many flavors, depending of course upon the proficiency of the writer, but unfortunately is rarely answered sufficiently. Not that there aren't quite a few high-quality books being published on the subject. There are! But like so many informational resources today, these books are usually written in devotion to one or two particular areas of Delphi interest or endeavor! Great for those who already command the language and need to explore in more detail their current needs. And of course there are a few beginner's books to be found, but these seem to mostly rehash simple descriptions of the VCL components, or take the reader on an example-filled journey through basic programming situations without considering the basic information necessary to satisfying the beginner's need to know why! "Delphi in a Nutshell" is the first and ONLY manual on the Delphi programming system that blends a complete overview of the subject with the kind of nuts and bolts information that every programmer, regardless of skill level, needs available every single day! Starting with a very precise look at what a Delphi project is, how it is managed, and the many files that make it up, Lischner continues ferociously into Types, Arrays, Methods, Exception handling, pointers, and just about every conditional need a programmer might come up against! A whole chapter is devoted to the Delphi Object Model, another on Runtime Type Information, and yet another on Threads called "Concurrent Programming"...three subjects sorely under documented over the years. And broaching topics I've not read more than a few paragraphs about elsewhere, the author considers Delphi's command-line tools in detail, explaining what they're for, when to use them, and providing a complete list and definition of every parameter! Finally, the SysUtils unit is broken down in it's entirety, providing not just a brief overview, but a complete listing and explanation of every procedure, function, and constant it provides us, broken down by use in such a way that makes Delphi's own help files on the subject seem amateurish by comparison! The discussion on it's Error-handling hierarchy alone is worth the price of this book. Never before reading this had I really grasped the elegant way Delphi provides for this practical need! Saving the best for last, the largest chapter in this book is called, "Language Reference". Stuck right in the middle, making it easy to get to with the thumb and forefinger, Lischner has documented for us EVERY keyword, directive, function, procedure, variable, class, method, and property that Delphi's version of Pascal provides for us! And these aren't the simple descriptions we're used to dealing with, but detailed explanations of their use, including return values, parameters, and even error conditions. In fact, in the final pages of this chapter he offers a complete list of all the runtime exceptions, their codes, and the exception classes that handle them! Delphi coders have been waiting for this since version one, and it's inclusion here has guaranteed a place for this book on my desk! To be fair, I do have two complaints about this book. First, and as it seems to be with all great reference works, it simply isn't big enough! And I'd like to see the author expand his expertise into other, equally important aspects of Delphi, and programming in general. And second, books such as this, which will undoubtedly be handled on a daily basis, should be bound in a manner that meets this need. This one isn't, and I'm sad to say that after only two nights of reading, I'm already forced to tape the pages back in place! Even at the expense it would cause, I'd lie to see this and other references bound in spiral notebooks, or even offered as unbound, punched pages which could then be placed in readily available loose-leaf binders. If there is, and I certainly hope to see one, a second edition of this book, PLEASE bind it properly! In closing, I just want to say that I own quite a few really great Delphi books, all of them being well used as a reference during my programming excursions, but "Delphi in a Nutshell" is the FIRST one that I have actually read cover to cover! Besides it's necessary factual information, it includes a plethora of tips, warnings, and other practical considerations that could only come from someone who has spent more time actually working with Delphi than most of us could ever attest to. And is written by someone who is so conversant in the language as to make even the most complicated subjects easy to understand and follow! Lischner is to be applauded for not only providing us with an invaluable reference work, but also with a pleasurable reading experience that meets and then surpasses all competitors. For once you can believe what it says on the back cover. ""Delphi in a Nutshell" is the ONE indispensable reference for Delphi programmers!"!
104 of 107 people found the following review helpful.
100% correct but not really new
By Jeffrey Phillips
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?
Next, the authors note that there are two kinds of "teams" in most firms. The Performance Engine, which is the portion of the business focused on the day to day execution of the business - creating products, shipping products, etc. This is the portion focused on earning profits, doing things consistently and efficiently. In many organizations, an innovation team will be formed. The authors call this the Dedicated Team, and they note that many of the things the Dedicated Team does is in direct conflict with the Performance Engine. The Innovation Team talks about "breaking all the rules" which "sounds like breaking the Performance Engine". There is direct conflict between the goals and expectations of the two teams. Again, this is 100% correct but not a new observation. Anyone who has created a new project and attempted significant change within an organization with a strong executional culture knows about this conflict.
Having convinced the reader, and themselves, that innovation is different from standard operations, the authors then divide the rest of the book into two sections: building a team and running an disciplined experiment.
In the section on building a team, the authors examine the needs and requirements of the Dedicated Team (the people who are full time on an innovation effort) and the relationship between those people and Shared Staff (and yes, the authors capitalize all of these teams, as if they are new or different). The authors talk about the dilemma an organization faces - to continue efficient operations while managing the possibilities and distractions of an innovation project. Their conclusions:
* Because ongoing operations are repeatable, while innovation is nonroutine, innovation leaders must think very differently about organizing
* Because ongoing operations are predictable, while innovation is uncertain, innovation leaders must think very differently about planning
The authors provide descriptions as well about how to decide what work belongs in a Dedicated Team and what work can be accomplished in Shared Services. They also identify a number of "traps" when building an innovation team:
* Having a bias for insiders. Recommendation: hire more outside people
* Adopting existing definitions for roles. Recommendation: new titles and new innovation space
* Reinforcing the dominance of the Performance Engine.
* Assessing performance based on established metrics. Recommendation: new metrics
* Failing to create a distinct culture. Recommendation: Choose the best aspects of the culture.
* Using existing processes. Recomendation: Invent new processes
* Succumbing to conformity.
Finally, in the first section, the authors talk about managing the relationship (partnership) between the innovation effort and the Perfomance Engine. They say:
"..the Performance Engine has more power than you do. It is larger. Not only that, it has the stronger case for spending resources. Its arguments are more quantifiable, with shorter-term and more predictable returns on investment. You, on the other hand, can do no better than promise the possibility of a big, long-term payoff."
That, again, is 100% accurate and fairly obvious, as are the proscriptions the authors make to solve that dilemma.
Section Two of the book argues that one of the challenges of innovation is that creating a new product or service should be thought of, and managed like, a scientific experiment. The authors go so far as to break this into three sections: formalize the experiment, break down the hypothesis and seek the truth. This, again is correct but perhaps overly emphasized, as we've found that planned "experiments" using rapid prototyping that engage prospects and are conducted in an iterative fashion are exceptionally valuable.
Strangely, I found the most valuable contribution of the book to reside in the conclusion, where the authors address the attributes of a good innovation leader, what they call a "supervising executive". They state that the individual must possess four attributes: must be able to get the initiative off to a good start, must monitor interactions with the Performance Engine, stay closely engaged in the learning process and finally, shape the initiative's endgame. To accomplish these goals and to innovate successfully, the authors argue that the "supervising executive" must be: 1) powerful 2) broadly experienced and 3) in a position to serve the long-term interests of the company as a whole. Note that they don't think you should assign the role to just anyone - but someone who has respect and power across the organization, who has a "breadth" of experience. They prefer people who have experience preferably in several business units if not in several markets or industries.
The last part of the conclusion reviews what seems almost de riguer for most innovation books - a debunking of a list of innovation myths. Scott Berkun did this better in his Myths of Innovation.
Strangely, while the book addresses many topics that are necessary, it skims over items we've found to be exceptionally important in idea execution. Several that come to mind that aren't discussed in any detail include:
* Defining and publishing an innovation process that describes how ideas will be evaluated
* Defining and publishing a set of evaluation criteria so people understand how ideas will be evaluated and the critical criteria
* The importance of rapid prototyping and active customer engagement in this effort
* How to select the best people for idea execution
* What skills an idea execution team needs and how to train them effectively
* How to transition an idea from a Dedicated Team to a product or service development team
These are all critical factors in the execution phase of an idea, yet are brushed over or not mentioned in the book.
As I said earlier, this book was a real struggle for me. For what the authors decide to focus on, the book is 100% accurate but doesn't seem to break any new ground. Yet there are many factors within the idea execution phase that the authors either ignored or chose not to focus on, which seems strange, and they overly emphasize the importance and commitment to experiments.
I'm sure this book will take its place on the shelf with many other books about innovation. It is true that there are far fewer books about execution, so that in itself may propel this book to increased popularity, but I'd have to argue that books like Robert Tucker's Driving Growth through Innovation or Davila and Shelton's Making Innovation Work are just as good.
This review is cross-posted from the review on my blog Innovate on Purpose
19 of 19 people found the following review helpful.
A New Trend?
By Jack B. Lyle
This is a book about Object Pascal the language, something that is long overdue. The Delphi IDE is way cool and I love using it, but the language is what makes the tool worthwhile. When I solve a work problem I do it in the language. The IDE is just a pleasant place to get the work done.
This is a reference manual not a textbook. The author's style is simple and to the point. There are no silly embellishments that get in the way of the information. However, I did read the book from cover to cover and that introduced me to several new Delphi features that I haven't explored before. Now it sits on my desk and gets picked up when I have a problem.
I hope this book is the start of a trend; Delphi books that are about just part of the product. There aren't many books on the Delphi section of the shelf (even at Amazon) and unfortunately way too many of those have a distressing sameness. Part one covers the neat stuff you can do by dropping components on a form (Delphi as Visual Basic) and part two drives off into database programming (Delphi as Cobol). That was fine the first couple of times I read it, but my user interfaces are very simple (usually just one form) and I don't do database programming. My work tends to be mathematical. There have been no books on mathematical simulations in Delphi, but I can tell you it works very well for that job (yes I admit it, Delphi as Fortran).
There is a practical problem with this book. The cover fell off the second day I had it. That's a shame, because the picture of the Lynx is very nice.
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