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Beyond the Idea: How to Execute Innovation in Any Organization
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Beyond the Idea: How to Execute Innovation in Any Organization

by Vijay Govindarajan, Chris Trimble
 

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ISBN-10: 1250040175

ISBN-13: 9781250040176

Pub. Date: 09/24/2013

Publisher: St. Martin's Press

The New York Times bestselling authors of Reverse Innovation and How Stella Saved the Farm distill more than a decade of exclusive research into one short, powerful, action-oriented book.

Companies stumble when they imagine that innovation is mostly about ideas. The reality is that ideas are only beginnings. Indeed, even a company with the

Overview

The New York Times bestselling authors of Reverse Innovation and How Stella Saved the Farm distill more than a decade of exclusive research into one short, powerful, action-oriented book.

Companies stumble when they imagine that innovation is mostly about ideas. The reality is that ideas are only beginnings. Indeed, even a company with the world's best idea still faces a devilish challenge: it must build the business of tomorrow without endangering the business of today.

Vijay Govindarajan and Chris Trimble are the world's leading authorities on the successful management of innovation. In Beyond the Idea, they distill more than a decade of research and insight into a practical, accessible, read-at-one-sitting handbook that offers invaluable guidance for anyone charged with making innovation happen: executives, managers, consultants, project leaders, and teams.

By offering specific action steps, Beyond the Idea extends the elegant conceptual insights from How Stella Saved the Farm, Govindarajan and Trimble's parable. Beyond the Idea shows exactly how to:

- Build a team with a very particular structure, one that makes it possible to simultaneously build something new and sustain what exists.

- Manage any innovation initiative as a disciplined experiment.

- Implement three distinct models for moving from ideas to action.

Beyond the Idea is an essential book for any business that recognizes that innovation always has been, and always will be, the key to long term growth and vitality.

Product Details

ISBN-13:
9781250040176
Publisher:
St. Martin's Press
Publication date:
09/24/2013
Pages:
192
Sales rank:
889,733
Product dimensions:
5.80(w) x 8.30(h) x 0.80(d)

Table of Contents

Preface ix

Part I Three Models for Making Innovation Happen

Chapter 1 The Other Side of Innovation 3

First, Shift Attention to Execution 4

Organizations Are Not Built to Execute Innovation 6

Let's Define Terms 9

Only Three Models Make Sense 13

Working Around the Performance Engine 15

Where Do the Resources Come From? 16

Chapter 2 Model S Is for Small Initiatives 21

The Limitation to Model S Is Project Size 23

The Key to Model S Success Is Motivation 25

Pushing the Limits of Model S 29

Roles for the Full-Time Teams 31

Chapter 3 Model R Delivers Repeatable Innovation 33

The Key to Model R Success Is Process Excellence 34

The Limitation to Model R Is Project Similarity 38

Pushing the Limits of Model R 39

Respecting the Limits to Model R 40

Chapter 4 Model C Is for All Other Innovations 43

First, Dispose of the Myth 46

Attacking the Fundamental Incompatibilities Head On 48

Matching Each Initiative to the Right Model 50

Part II Model C: Build the Team

Chapter 5 Build the Team: An Overview 57

You Must Create a Dedicated Team for Each Model C Initiative 58

The Dedicated Team Is Not the Whole Story 61

The Dedicated Team Has Nearly Unlimited Flexibility 64

It's Not a Peaceful Partnership 65

Avoid Common Errors 66

Chapter 6 Divide the Labor 73

When the Strength of a Team Is Less Than the Sum of the Individuals Within It 74

Some Additional Guidelines for Dividing the Labor 77

When Models R and C Overlap 80

Chapter 7 Assemble the Dedicated Team 83

Mistake #1 Too Many Insiders 85

Mistake #2 Defaulting to Existing Job Definitions 88

Mistake #3 Leaving the Same People in Charge 89

Mistake #4 Adopting the Same Metrics, Processes, or Culture 90

Mistake #5 Defaulting to the Same Policies 92

Chapter 8 Manage the Partnership 95

It's Never a Fair Fight 96

Ensure That the Shared Staff Has Sufficient Capacity for Both Jobs 100

Neutralizing Anxieties That Undermine the Partnership 102

Part III Model C: Create the Plan

Chapter 9 Create the Plan: An Overview 107

Learning First, Profits Second 108

Do Not Leave Learning to Intuition 111

Your Existing Planning Process Is Not an Innovation Asset 113

Chapter 10 Create a Structure for Disciplined Experimentation 117

Principle #1 Each Initiative Requires a Separate, Stand-Alone, Custom Plan with Custom Performance Metrics 118

Principle #2 Discuss Results and Lessons Learned in a Separate Forum 119

Principle #3 Meet Frequently 121

Principle #4 Make a Heavy Investment of Time and Energy 122

Chapter 11 Break Down the Hypothesis 125

Be Aware of the Limitations of Spreadsheets 126

What Are We Spending Money On? And, Why? 128

Build a Custom Scorecard 134

Go Ahead, Put a Stake in the Ground 135

Chapter 12 Seek the Truth 141

Performance Evaluation in the Performance Engine 142

It Is Not So Easy for Innovation Initiatives 143

Innovation Leaders Must Be Evaluated Differently, but with No Less Discipline 145

Create an Atmosphere of Scientific Detachment 149

Conclusion-Key Lessons Learned 153

Appendices: Related Topics 157

Appendix 1 Strategy 159

Appendix 2 Change 164

Appendix 3 The Chief Innovation Officer 167

Acknowledgments 171

Index 173

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