Beyond the Idea Simple, Powerful Rules for Successful Innovation

ISBN-10: 1250040175

ISBN-13: 9781250040176

Edition: 2013

List price: $19.99 Buy it from $3.00
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All companies, whether small or global, need to innovate in order to survive. But innovation often falters at the idea stage, because companies are focused on efficient performance and are unwilling or unable to devote resources to new ideas. Vijay Govindarajan and Chris Trimble are recognized as the world's leading researchers and teachers of innovation. In Beyond the Idea, they distill more than a decade of research and insight into one practical, hands-on book designed for executives, managers, consultants, project leaders, and teams charged with making innovation work. In concise chapters and specific examples, Beyond the Idea : • Describes the three models of innovation • Demonstrates how to execute each • Distinguishes between Performance-which emphasizes repeatable success, maximizing profits, minimizing resources, and focusing on today's customer-and Innovation, which requires risk, new resources, a dedicated team, and focus on new customers. Beyond the Idea is an essential book for any business reader or company: a short, accessible, read-at-one-sitting guide that offers invaluable advice from the two leading experts in the field.
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Book details

List price: $19.99
Copyright year: 2013
Publisher: St. Martin's Press
Publication date: 9/24/2013
Binding: Hardcover
Pages: 192
Size: 5.75" wide x 8.25" long x 1.00" tall
Weight: 0.638
Language: English

Vijay Govindarajan received his Ph.D. from Harvard University in 1978. He is the Earl C. Daum 1924 Professor of International Business at the Amos Tuck School of Business Administration at Dartmouth College. Professional credits include Outstanding Teacher of the Year, voted by MBA students during several academic years; and Outstanding Business School Faculty, named by Business Week.

Three Models for Making Innovation Happen
The Other Side of Innovation
First, Shift Attention to Execution
Organizations Are Not Built to Execute Innovation
Let's Define Terms
Only Three Models Make Sense
Working Around the Performance Engine
Where Do the Resources Come From?
Model S Is for Small Initiatives
The Limitation to Model S Is Project Size
The Key to Model S Success Is Motivation
Pushing the Limits of Model S
Roles for the Full-Time Teams
Model R Delivers Repeatable Innovation
The Key to Model R Success Is Process Excellence
The Limitation to Model R Is Project Similarity
Pushing the Limits of Model R
Respecting the Limits to Model R
Model C Is for All Other Innovations
First, Dispose of the Myth
Attacking the Fundamental Incompatibilities Head On
Matching Each Initiative to the Right Model
Model C: Build the Team
Build the Team: An Overview
You Must Create a Dedicated Team for Each Model C Initiative
The Dedicated Team Is Not the Whole Story
The Dedicated Team Has Nearly Unlimited Flexibility
It's Not a Peaceful Partnership
Avoid Common Errors
Divide the Labor
When the Strength of a Team Is Less Than the Sum of the Individuals Within It
Some Additional Guidelines for Dividing the Labor
When Models R and C Overlap
Assemble the Dedicated Team
Too Many Insiders
Defaulting to Existing Job Definitions
Leaving the Same People in Charge
Adopting the Same Metrics, Processes, or Culture
Defaulting to the Same Policies
Manage the Partnership
It's Never a Fair Fight
Ensure That the Shared Staff Has Sufficient Capacity for Both Jobs
Neutralizing Anxieties That Undermine the Partnership
Model C: Create the Plan
Create the Plan: An Overview
Learning First, Profits Second
Do Not Leave Learning to Intuition
Your Existing Planning Process Is Not an Innovation Asset
Create a Structure for Disciplined Experimentation
Each Initiative Requires a Separate, Stand-Alone, Custom Plan with Custom Performance Metrics
Discuss Results and Lessons Learned in a Separate Forum
Meet Frequently
Make a Heavy Investment of Time and Energy
Break Down the Hypothesis
Be Aware of the Limitations of Spreadsheets
What Are We Spending Money On? And, Why?
Build a Custom Scorecard
Go Ahead, Put a Stake in the Ground
Seek the Truth
Performance Evaluation in the Performance Engine
It Is Not So Easy for Innovation Initiatives
Innovation Leaders Must Be Evaluated Differently, but with No Less Discipline
Create an Atmosphere of Scientific Detachment
Conclusion-Key Lessons Learned
Appendices: Related Topics
The Chief Innovation Officer
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