Wikinomics: How Mass Collaboration Changes Everything

Book Description

In just the last few years, traditional collaboration—in a meeting room, a conference call, even a convention center—has been superseded by collaborations on an astronomical scale.

Today, encyclopedias, jetliners, operating systems, mutual funds, and many other items are being created by teams numbering in the thousands or even millions. While some leaders fear the heaving growth of these massive online communities, Wikinomics proves this fear is folly. Smart firms can harness collective capability and genius to spur innovation, growth, and success.

A brilliant guide to one of the most profound changes of our time, Wikinomics challenges our most deeply-rooted assumptions about business and will prove indispensable to anyone who wants to understand competitiveness in the twenty-first century.

Based on a $9 million research project led by bestselling author Don Tapscott, Wikinomics shows how masses of people can participate in the economy like never before. They are creating TV news stories, sequencing the human genome, remixing their favorite music, designing software, finding a cure for disease, editing school texts, inventing new cosmetics, or even building motorcycles. You'll read about:
• Rob McEwen, the Goldcorp, Inc. CEO who used open source tactics and an online competition to save his company and breathe new life into an old-fashioned industry.
• Flickr, Second Life, YouTube, and other thriving online communities that transcend social networking to pioneer a new form of collaborative production.
• Mature companies like Procter & Gamble that cultivate nimble, trust-based relationships with external collaborators to form vibrant business ecosystems.

An important look into the future, Wikinomics will be your road map for doing business in the twenty-first century.

Customer Reviews:

The Mass Collaboration Gold Mine.......2007-10-19

This book hammers home a 21st century no-brainer. "It's all based on a principle the new generation of Web start-ups learned from the open source software community: There are always more smart people outside your enterprise boundaries than there are inside."

While it has mixed reviews ("made me feel alternately like Christopher Columbus and Grandpa Simpson"), it's an important addition to your organization's resource library.

Tapscot and Williams deliver fascinating case studies of companies that have opened up their internal secrets/data to the world so "mass collaboration" can help them solve big problems. Procter & Gamble did it and so did a failing Toronto-based gold-mining firm. In 2000, Goldcorp, Inc. ran a contest, the "Goldcorp Challenge," with $575,000 in prize money--and posted all of the mine's proprietary data on the web. The request: help us find more gold. The result: "More than 1,000 virtual prospectors from 50 countries got busy crunching the data."

Mass collaboration from the most unlikely sources and disciplines targeted new mother lodes on their 55,000-acre property. It worked: $100 invested in the company in 1993 was worth more than $3,000 in 2006.

There's a core value here (a biblical one) for faith-based organizations and churches: it's all kingdom work. It's time to open up and work together versus holding your ministry close to the vest. (It's not your ministry anyway!)

Read this book and then ask your team these questions: 1) What's our biggest challenge in the next 12 months? 2) Would mass collaboration help us solve it? 3) Do we operate as if the smartest people are INSIDE our organization or OUTSIDE our organization? Why?

Future Shock 2.0.......2007-10-14

Reading this 2006 book made me feel alternately like Christopher Columbus and Grandpa Simpson. Co-authors Don Tapscott and Anthony D. Williams define a near-term future of breathtaking wonder and innovation, yet I came away finding their best-case scenario hard to swallow.

"Wikinomics" describes existing business models in various industries, from which it extrapolates their ongoing development as part of a larger revolution of revolutionary openness, "on par with the Italian renaissance or the rise of Athenian democracy," the authors write. "Mass collaboration across borders, disciplines, and cultures is at once economical and enjoyable."

Like a lot of other posted reviewers here, I found "Wikinomics" too gushy and jargony, throwing up random-sounding words like "ideagoras" and "prosumers" as if their very existence connoted concreteness of often-fuzzy notions. The book's airy dismissal of copyright law and the protection of intellectual property rights as old thinking annoyed me immensely. And the notion of a future of non-hierarchal business enterprises strikes me as a terribly naive misreading of the most important aspect of the equation: the human element.

But give Tapscott and Williams points for presenting their case for futurism in a way that often feels quite compelling. They start with perhaps the best such example, by presenting the case of a Canadian mining company that, stymied in their search for gold, opened their records up to the outside world through online file sharing, soliciting ideas about where in their vast mine network they should dig for rich veins. The resulting influx of new thinking catapulted Goldcorp from a $100 million company to one worth $9 billion.

Tapscott and Williams take the success of Goldcorp and look for other industries where similar ideas have been practiced with similar results. With some, like this website, the fruits of innovation are immediate and obvious. With others, like old-guard conglomerate Procter & Gamble, success has been nearly as profound in more subtle ways.

The authors score some points, but also spout a lot of obvious Panglossian hyperbole. Wikipedia is as accurate as the Encyclopedia Britannica (better check that with John Seigenthaler). The youth-oriented website TakingITGlobal is like a new United Nations in embryonic form.

But their viewpoint has obvious value, too, and applicability in the world around us, even beyond the net world from which "Wikinomics" springs. Looking at the reinvention of BestBuy through its acquisition of Geek Squad, or how the workplace itself is changing shape to adapt to faster-moving, less-centralized structuring, is "Wikinomics" at its most challenging, and best reading.

I didn't put down this book convinced I saw the future, let alone a good future. But I did feel myself thinking differently about life and work than when I first picked "Wikinomics" up. Maybe that's the point.

Great Book to Read.......2007-10-02

Wikinomics: How Mass Collaboration Changes Everything

As I refresh my professional career for the second decade of the 21st Century, I decided ro read this book, and I was not wrong. This is a most read book for everyone that's looking to stay relevant in the digital economy and the disrupting collaboration paradign. I highly recommeded.

Good, but not critical enough and scores high on the buzzword-meter.......2007-09-12

The book gives a quick tour of the new collaborative ways in which people aggregate and process information. It points out that collaboration can also be applied to produce new 'stuff', outside of software and even applying to manufacturing. It makes for interesting reading for people who a) know something about open source and want to know about its business implications and b) managers who don't know about open source/collaboration but would like to.

It is, imho, less interesting for those who want in-depth answers to the real thorny _business_ problems around open-source. I.e. How to make money at it, if you want to. It hints at important questions such as rewarding the community at large, not losing the family jewels as you open up, etc. Unfortunately, it never quite gets down to specific recommendations beyond "you have to find the right mix of proprietary vs. open source IP".

Not to criticize it overmuch. Wikinomics often jars your thinking with insightful nuggets. For example, it cites Goldcorp as the example of a mining company which opened up its secret prospection data to outsiders. Wikinomics, probably rightly, uses that as a counter-intuitive example of enlisting external help for a type of company that never shares that kind of data. Hmmm, why not share? If the prospection data applies to land on which only your company can operate, isn't that a pretty safe gamble? I don't know, really, but the point is that the anecdote makes you think of things differently. Same with IBM's success at getting a new OS (Linux)almost for free, while gathering goodwill from the community and genuinely collaborating. How far Big Blue's embarrassing anti-trust proceedings seem now...

Less helpful is Wikinomics' recurring use of cherry-picked anecdotes by sector, rather than a broad analysis of various businesses. First of all, it rarely compares its chosen 'smart companies' to their competitors. Yes, BMW is opening up. Does that make their cars any better? How is their stock doing? vs. Toyota? How is their reliability? How innovative are their cars?

Red Hat is a huge success story in Linux, but its dominance also highlights the relative failure of other Linux vendors. No explanation is given for that - network effects? first mover?

I would have welcomed some case studies of failures for big corporations in opening up. What caused those failures? What can be learned from them?

Google is also cited as a big example of openness. That is only partially true and could have served to highlight the necessary(?) split between proprietary information and public openness. Google opens up its APIs and the search is certainly free. I am a big fan myself. However, they have not chosen to release much code back to the community (cf. MapReduce) , mostly by sidestepping the GPL because they don't distribute their software. Their choice, and probably motivated by good business logic. Apple also walks a fine line between leveraging open source and keeping its business very much a secret.

This is just the kind of case studies Wikinomics could sink its teeth into, but it spends way too much time gushing over all the boundless possibilities of collaboration.

Conclusion: a good eye-opener but take it with a grain of salt. Note that my perspective is that of a developer interested in open source _and_ business profits.

An interesting read........2007-09-04

I liked this book, and it opened my eyes to many other "community-driven" technologies/companies. While I thought a lot of the ideas were very "common sense", it was well written, and had some great anecdotes. I recommend this book for anyone interested in social networking, building communities, etc.

Prophet of Innovation: Joseph Schumpeter and Creative Destruction

Average customer rating:

A Great Work!
Important
Review of McCraw's book on Schumpeter
BEST WRITTEN RECENT BIOGRAPHY; BUT TENOUS WHEN IT MOVES FROM HISTORY TO ECONOMICS
The Basic Paradox of Capitalism

Prophet of Innovation: Joseph Schumpeter and Creative Destruction
Thomas K. McCraw
Manufacturer: Belknap Press
ProductGroup: Book
Binding: Hardcover

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ASIN: 0674025237

Book Description

Listen to a short interview with Thomas McCraw
Host: Chris Gondek | Producer: Heron & Crane

Pan Am, Gimbel's, Pullman, Douglas Aircraft, Digital Equipment Corporation, British Leyland--all once as strong as dinosaurs, all now just as extinct. Destruction of businesses, fortunes, products, and careers is the price of progress toward a better material life. No one understood this bedrock economic principle better than Joseph A. Schumpeter. "Creative destruction," he said, is the driving force of capitalism.

Described by John Kenneth Galbraith as "the most sophisticated conservative" of the twentieth century, Schumpeter made his mark as the prophet of incessant change. His vision was stark: Nearly all businesses fail, victims of innovation by their competitors. Businesspeople ignore this lesson at their peril--to survive, they must be entrepreneurial and think strategically. Yet in Schumpeter's view, the general prosperity produced by the "capitalist engine" far outweighs the wreckage it leaves behind.

During a tumultuous life spanning two world wars, the Great Depression, and the early Cold War, Schumpeter reinvented himself many times. From boy wonder in turn-of-the-century Vienna to captivating Harvard professor, he was stalked by tragedy and haunted by the specter of his rival, John Maynard Keynes. By 1983--the centennial of the birth of both men--Forbes christened Schumpeter, not Keynes, the best navigator through the turbulent seas of globalization. Time has proved that assessment accurate.

Prophet of Innovation is also the private story of a man rescued repeatedly by women who loved him and put his well-being above their own. Without them, he would likely have perished, so fierce were the conflicts between his reason and his emotions. Drawing on all of Schumpeter's writings, including many intimate diaries and letters never before used, this biography paints the full portrait of a magnetic figure who aspired to become the world's greatest economist, lover, and horseman--and admitted to failure only with the horses.

Customer Reviews:

A Great Work!.......2007-10-08

Schumpeter was an unusual man: both professionally and personally. This excellent biography captures both. Schumpeter sought fame, and the agonies he went through to achieve this obsession- mainly through the enormous amount of writing and research he undertook, which probably undermined his health and shortened his life- are well captured in this book.

Schumpeter sought to develop a 'system' of economics, yet his prolific reading and research lead him to discover that there is no such thing as a watertight system of economic theory. In fact, Schumpeter found, like most notable economists, that an understanding of economics comes from an understanding of history, psychology, sociology and many other areas of learning. And what a contrast to the emphasis of graduate economics courses taught in our schools today!

Having just read Greenspan's book, it comes as no surprise that Greenspan achnowleged Schumpeter as one of the greatest influences upon his outlook. Both men believe in the superiority of the capitalist system as a creator of wealth, yet not for any doctriare reasons, but because they are/were convinced that capitalism is part and parcel of the make up of humankind, and the way in which we organize themselves and cooperate to ensure our survival and progress.

Buy this book, and enjoy the read; you will find yourself coming back to it to reread sections over again.

Important.......2007-06-23

Free markets are hard to explain. It is even harder to explain why companies must fail and be replaced by new ones. In the U.S. we mostly let that happen but in Europe they try and prevent it. It seems that this issue will become even more important as the world becomes 100% "flat" and competition becomes more intense. Developments in Asia will make the levels of creative destruction we have seen in the past look mild by comparison.

This book gives a great introduction to one of the great economic minds. His insights, although proven over and over, are still not accepted my many.

Review of McCraw's book on Schumpeter.......2007-05-31

I have been impressed by this book, which is a good mix of the 'history' of Joseph Schumpeter and his ideas and contributions to economics. I think the author has obtained a very good balance between trying to understand this great economist, and presenting his work to the informed lay-person. Economists and non-economists alike will find a lot here, which is very relevant to today (perhaps even more so to economists working in academia!). Some of Schumpeter's major works (like Business Cycles published in 1939) are not easy to digest; but this book brings out enough to capture the essentials. Overall, this is the best book on Schumpeter I have seen.

BEST WRITTEN RECENT BIOGRAPHY; BUT TENOUS WHEN IT MOVES FROM HISTORY TO ECONOMICS.......2007-05-01

Thomas McCraw is one of the best business historians in the world and with this output, late in his career (he is an emeritus professor at Harvard now), he can lay claim to being one of the best historians in the world, not just a business historian. It is hard to imagine a political biography in recent years that comes close to matching the lucid style, perfect prose, excellent quotes and commentary about life as this book.

The subject is one of the most famous economists of the twentieth century, someone who along with Frederick Hayek, Ludwig Mises and others from the Austrian School came to anchor the philosophical basis for the success of economic and political freedom. The book covers in detail the personal life of Schumpeter, including a lot of material not commonly available. His biography of the deaths of his daughter mother and wife within months is an excellent if tragic basis to delineate the first part of Schumpeter's life, which the author suggests made him an Enfant Terrible, from the second, which the author calls made him an adult. The final segment is his becoming a Sage. Peppered throughout the book are some of the best quotations from some of the most famous persons in history, including legendary poets, yet ones the reader would never have read before.

For all those reasons, Thomas McCraw has delivered a book that is filling like a all-you-can-eat buffet, yet with each dish of the same quality as fine dining. IT IS A TOUR DE FORCE.

Yet there is a contextual flaw which weighs down the narrative. From the very first pages it is clear that Thomas McCraw is attempting to also make a comparative evaluation of economic systems, a task that quickly appears tenous, and to do that while crowning Schumpeter as the king of economics, past and present, at which point the narrative makes one cringe. Here is why this brilliant history turns into tenous economic analysis.

Firstly, as Thomas McCraw's colleagues across the Charles River should tell him, Schumpeter was his best not so much as a pure AUstrian-School economist but as a chronicler of the economy, almost a contemporary historian of the subject. In that sense he shared much with Karl Marx, who he studied extensively, for both really shined with words not with mathematics. So the author's repeated references to Schumpeter as a mathematical genius, or as a competitor in that regard with John Keynes, fails and fails obviously. Schumpeter was the least mathematical of all the great economists of the twentieth century.

Secondly, McCraw makes the error common to passionate biographers to make a sage out of their subject. Here too the book overreaches, for Schumpeter was among the worst at foretelling the future. Here again it was because he was more a historian, and less an economist. He predicted capitalism would collapse, a prediction that the author just glosses over. Yet the author pillories Karl Marx for the same error without realizing that Karl Marx wrote without the full benefit of the technological revolution, the telegraph and railroad barely underway by the 1840s. Yet by Schumpeter's time, not only were those revolutions done, but so was the telephone, electricity, the internal combustion engine and the airplane. As such, Schumpeter's pessimism was unforgivable while Karl Marx's was fully understandable.

Third, McCraw makes a shocking mistake by glossing over Schumpeter's lobbying for heavy reparations on the Germans after WW I. He did so by offering calculations that the German economy would easily recover, and therefore could support reparations. The point was fully opposed by John Keynes, who resigned as representative of Britain when the Schumpeterian perspective was used to devastate the Germans with debt burdens. If McCraw had not been at Harvard, or of such fame, it would easily have been a career ending mistake. After all, it is well known that those reparations led to Adolf Hitler and WW II, a point so well understood by 1945 that John Keynes was made the head of the entire postwar economic decisionmaking, precisely why he got to build the World Bank, IMF and Bretton Woods. Schumpeter by contrast was thoroughly discredited.

Fourth, for a business historian of unmatched credibility, McCraw makes a surprising contextual error with regard to Schumpeter's life. He seems to ignore the inevitability of progress, of the drivers of American growth in the early 20th century and absolute irrelevance of Schumpeter to that growth. Perhaps it is his bias as a biographer, or to make the layman buy the book, but it is fatal to the book. Here again, I point to the prior point that Schumpeter was more an economic historian than an economist in the sense that HAD SCHUMPETER NOT LIVED, NONE OF THE GREAT ECONOMIC ADVANCES OF THE 20TH CENTURY, INCLUDING THE VENTURE CAPITAL BUSINESS, WOULD HAVE BEEN HAMPERED. By contrast, without John Keynes, recovery after Sept. 11th, after WW II (when defense spending collapsed and social spending and reconstruction was increased to avoid a collapse of the economy) or in the midst of the Great Depression would have been hard to imagine. Precisely why comparative economic analysis undertaken by McCraw takes the tinge of conservative talk show simplicity. Harvard's economics department would likely have little of his business history about Schumpeter.

Finally, the book would have been a lot stronger had it left the idolization of Schumpeter to the jacket flaps and in the introduction. But repeated compliments only make the reader notice that the author has it wrong, especially when he summarily dismisses karl Marx or John Keynes the way a conservative talk show host would. All Schumpeter was was an immensely readable subject, and an inspiring prosaists who hungered for fame, and whose economic history was impressive, all reasons why you must buy the book and keep it prominently on your book shelf, but he was a flawed economist driven to the wrong conclusions (from reparations to the sustainability of capitalism). His grandiosity was Churchillian, as was his sense of history and society, but unlike Winston Churchill, fate never gave Schumpeter the chance to correct for a lifetime of grandiose errors.

The Basic Paradox of Capitalism.......2007-04-24

As I recently read Thomas K. McCraw's brilliant biography of Joseph Schumpeter (1883-1950), I was intrigued by the evolution of his career after he earned a Ph.D. at the University of Vienna (1906). At age 24, he served as a secretary of state for finance in the new Austrian republic (1919-1920), and later became chairman and president of a Vienna-based Biederman Bank (1920-1924) that collapsed. As a result of that and several substantial investments in companies which also failed, Schumpeter suffered major financial setbacks (both professional and personal) but eventually repaid his debts, then taught at the University of Bonn (1925-1932) before accepting an offer to join the Harvard faculty as a professor of economics where he continued to teach until his death in 1950. McCraw also examines Schumpeter's personal life that, understandably, reflected the successes and failures in his career. For example, Schumpeter fell deeply in love with Anna Josifina Reisinger and married her in 1925. The next year, his beloved mother died and within a month, his wife died in childbirth, as did their son. McCraw suggests that Schumpeter never fully recovered from these personal losses.

Of greatest interest to me is the context or frame-of-reference the biographical material provides for one of Schumpeter's most influential business concepts, "creative destruction," which he introduced in his most popular book, Capitalism, Socialism, and Democracy," first published in 1942. Scholars have divided opinions as to the influences on Schumpeter's development of this concept. They probably include Karl Marx, Friedrich Nietzsche, and Werner Sombart.

According to Schumpeter, there is a "process of industrial mutation-if I may use that biological term-that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one. This process of Creative Destruction is the essential fact about capitalism. It is what capitalism consists in and what every capitalist concern has got to live in." He goes on to explain, "The first thing to go is the traditional conception of the modus operandi of competition. Economists are at long last emerging from the stage in which price competition was all they saw. As soon as quality competition and sales effort are admitted into the sacred precincts of theory, the price variable is ousted from its dominant position. However, it is still competition within a rigid pattern of invariant conditions, methods of production and forms of industrial organization in particular, that practically monopolizes attention. But in capitalist reality as distinguished from its textbook picture, it is not that kind of competition which counts but the competition from the new commodity, the new technology, the new source of supply, the new type of organization (the largest-scale unit of control for instance) - competition which commands a decisive cost or quality advantage and which strikes not at the margins of the profits and the outputs of the existing firms but at their foundations and their very lives." (from "The Process of Creative Destruction," 1942) There are countless examples of applications of this concept, notably Jack Welch's determination to "blow up" GE after he succeeded Reginald Jones as CEO.

In his own review of Prophet of Innovation in the Wall Street Journal, Dan Seligman includes Schumpeter's widely quoted question-and-answer sequence: "Can capitalism survive? No, I do not think it can." Seligman then suggests that that answer "is hedged in later passages [in Capitalism, Socialism, and Democracy]. Even so, it will seem wildly counterintuitive to readers who have read Schumpeter on capitalism's huge successes." I agree. In fact, I presume to suggest that, from Schumpeter's perspective, no form of capitalism can survive and that continuous replacement of one form of capitalism by another confirms the enduring reality of creative destruction. Without it, there can be no innovation. In essence, that is the basic paradox of capitalism.

The Elegant Solution: Toyota's Formula for Mastering Innovation

Average customer rating:

The Elegant Solution
Nice stories, little new content
Good nuggets, lots of fluff, some really sloppy thinking
"Keep it lean. Scale it back, make it simple, and let it flow."
Easy Reading

The Elegant Solution: Toyota's Formula for Mastering Innovation
Matthew E. May
Manufacturer: Free Press
ProductGroup: Book
Binding: Hardcover

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ASIN: 0743290178

Book Description

"Toyota is becoming a double threat: the world's finest manufacturer and a truly great innovator . . . that formula, a combination of production prowess and technical innovation, is an unbeatable recipe for success."

-- Fortune, February 2006

For the first time, an insider reveals the formula behind Toyota's unceasing quest to innovate and do more with less, a philosophy that has made it one of the ten most profitable companies in the world (and worth more than GM, Ford, DaimlerChrysler, and Honda combined). In a rare look into Toyota's ability to consistently achieve breakthroughs that outperform the competition, The Elegant Solution explains what Toyota associates have known all along: it's not about the cars. Rather, Toyota's astounding success is just the visible result of a hidden creative process that begins with a seven-digit number.

One million. That's how many new ideas the Toyota organization implements every year. These ideas come from every level of the organization -- from the factory floors to the corporate suites. And organizations all over the world want to learn how it's done. Now senior University of Toyota advisor Matthew May shows how any company can achieve an environment of everyday innovation and discover the kinds of elegant solutions that hold the power to change the game forever. World-class benchmarks like Lexus, Prius, Scion -- even Toyota's vaunted production system -- are simply shining examples of elegant solutions.

A tactical playbook for team-based innovation, The Elegant Solution delivers powerful lessons in breakthrough thinking in a provocative yet practical guide to the three core principles and ten key practices that shape successful business innovation. Innovation isn't just about technology -- it's about value, opportunity, and impact. When a company embeds a real discipline around tapping ingenuity in the pursuit of perfection, the sky is the limit. Dozens of case studies (from Toyota and other companies) illustrate the universal power and applicability of these concepts. A unique "clamshell strategy" prepares managers to successfully lead and sustain the innovation effort.

At once a thought-starter and a taskmaster, The Elegant Solution is a vital prescription for anyone wanting to truly master business innovation.

Customer Reviews:

The Elegant Solution.......2007-10-08

This is an excellent (and yes, elegant) overview of the Toyota quality "mindset." The book is a "must read" for for anyone interested in business strategy development. The book offers a readable summary of the principles of the Toyota Way with an emphasis on the development of the Lexus and Prius lines including practical examples of the elements of the approach advocated. When a company has amassed assets greater than GM, Ford, Chrysler, VW and Honda combined, their approach may be worth deeper study. I highly recommend this practical, important, and very readable book.

Nice stories, little new content.......2007-08-27

I excepted a lot from the elegant solution. It has been recommended by a lot of persons as a must read. Honestly, I was dissapointed. It's still an good book, but didn't find it as "classic" as people had suggested to me.

"The elegant solution" is about tools for creating innovation on your job. These tools are based on Toyota's tools and practices. The book is devided in three parts. The first part sets three general principles. The second part, by far the largest, provides the tools for innovation, the practices. The last part talks about implementing these practices.

The three principles are "the art of ingenuity", "pursuit of perfection" and "rhythm of fit". They were interesting principles, but not really new or shocking. Sometimes I found them even a little too vague.

The practices range from "thinking in pictures" to "master the tension". Each chapter shortly states the practice and explains the key ideas. After that it uses stories to clarify the practice. Lot's of stories are from inside Toyota. Some stories related to Lance Armstrong, a little too many in my opinion and they were somewhat boring. Anyways, in general, the stories were what made the book interesting.

The third part didn't provide very much content.

In summary, I enjoyed the book, for the stories. I didn't find the practices new and the book didn't provided me with any new insight that other lean books did not provide. The book was written a little bit too much in a "popular style" which annoyed me.

Worth reading for the stories. When wanting to know more on lean or toyota I'd recommend other books like "Toyota way" or "Lean product and process development".

Good nuggets, lots of fluff, some really sloppy thinking.......2007-08-22

I came to this book via the Shampoo Problem that's been floating around the internet these past couple of weeks (which he published in his Change This manifesto). The puzzle is this - a high-end health club puts nice shampoo in their showers, but customers keep stealing it. How do you implement a solution that takes no time to implement, doesn't inconvenience customers at all, and doesn't require any money? That's a lot of constrictions, but the author claims it can be done! (you can search for the answer yourself, I don't want to spoil your fun.)

The question itself reminded me of so many bad professors who would ask totally subjective questions and disregard legitimate answers until they found someone who agreed with them. "Who can give me an example of an apple that's tasty? Macintosh? No too sweet. Granny smith? No too bitter. Golden delicious? Why yes Bobby, you get a star."

This is the tone in my head while I read the book - condescending. Maybe he didn't write it that way, but that's how I'm reading it, and honestly, it fits. On page 21 he chides psychologists for loving "to explain our uniquely hardwired capabilities in hugely complex terms. Sixteen types, thirty-four strengths, etc." and then goes on to give his "easier, more elegant" (but no less arbitrary "four basic buckets of natural ability." (Four because the ancient Greeks loved the number four.) Of course, what he fails to mention is that the psychologists he's referring to all write for pop magazines like Cosmopolitan and their articles appear alongside such classics as "10 ways to improve your sex life" and "5 ways to tell if your man is cheating on you." He also never mentions the "four basic buckets of natural ability" again and they have absolutely no bearing on the rest of the book. (The book is filled with useless random made up facts like those.)

He also throws out sentences that have huge presumptions built in to them, but have absolutely no evidence to back them up. Stuff that, in a seminar you wouldn't want to question him on because "there is no right answer" or the facts are obscure enough that he could bluster his way though most arguments that weren't from an expert on the subject. In book form, though, and knowing better myself, I read this stuff and think "well there's a very poor and inaccurate description." Luckily there's an only 50% chance that even the next sentence will depend on you agreeing with that statement, much less the next page.

In a later section he rehashes "the scientific method" (I put it in quotes because he botched his basic characterization of it) and compares it to other four step iterative processes, mostly those developed by the military - Plan-Do-Study-Act (PDSA), Plan-Do-Check-Act (PDCA), Observe-Orient-Decide-Act (OODA), Scan-Analyze-Respond-Assess (SARA), etc. and comes up with his own version, cleverly called IDEA - Investigate, Design, Execute, Adjust. It's not much different than the others, but it's his and he can teach it in seminars as his own. FWIW, "While Toyota officially recognizes only PDCA (not IDEA), they actually use all of these (methodologies) to some degree." (page 73-4)

Well of course they use all of the methodologies to some degree - they all describe the same basic thing, and very few organizations are so button-down that they actually only use a single methodology and follow it to the letter each time.

The very next sentence is "Let's look closer at the process." But that's pretty much the last time PDCA is mentioned in the book, the next section is about process in general and why it's good to "Insist on a common approach."

Another example of sloppy leaps in logic and condescending attitude is the Edsel. (page 93) Ford did their research and designed a car that people would want - except nobody wanted it. Why? "The problem was, all the research was based on a forty-year-old market belief... that buyers fell into one of four income segments: low, low-middle, upper-middle, and upper... Except markets don't think that way. When it comes to cars, consumers were thinking `lifestyle,' not income."

I like how he swaps an old marketing tool for a modern one as if that's the answer to all the world's problems. Lifestyle marketing was originated in the 70's and 80's as a result of - surprise surprise - new market research techniques developed by psychologists who were using statistical analysis more and more in their psychological research. (I wonder if he thinks those psychologists are too complex now.)

He also utterly fails to get into the concept of lifestyle marketing - he tells you why the Edsel failed, and what they should have done, (or his completely arbitrary and baseless versions of them) but what they should have done is literally one word. "lifestyle." Shame on Ford in the 1950's for not using an 80's marketing concept to understand how the market thinks. Why didn't they use the word "lifestyle" instead - then the Edsel would have been a huge success.

Hansei is another example of this sloppy, condescending thinking. "Hansei is the rigorous review conducted after action has been taken. It's a huge and absolutely vital part of learning. And with few exceptions, our Western culture is just plain miserable at it." Of course there's not one mention of the term "post-mortem" which is a western term and performs the exact same function. Sure most businesses don't do it (most businesses don't follow a lot of best practices), but don't pretend that Toyota or "Eastern culture" somehow invented the concept and that nobody in the west does it. If there's an existing best practice that we understand, then why not just tell us about it rather than pretending that it came from the fount of the Toyota godhead?

"Ford hadn't gone to the field to see what was actually happening. They remained in the office and believed the data. Big mistake. The Edsel was dead on arrival, a complete and utter failure."

Of course the next chapter is about how Toyota did the same basic thing, but managed to succeed. Their data told them that the youth of today would be the car buyers of tomorrow (startling, I know). The case study for the Scion reveals absolutely nothing about the techniques they used to study the market - it's the after report.

"Where are these kids going to buy the car? There's no time or money for new stores. That's a problem. That means they go to a Toyota store. Okay, so they'll know it's a Toyota. How do we get around that? Think? We don't. It's not the ugly stepchild. It's legit, but different. It's Scion, offspring of Toyota. Don't ignore the Toyota link, it's got cred...."

Note the use of the magical word "Think" in that paragraph. He totally neglects to address what "Think" means. Think is the Elegant part of the solution (he also likes the word "Intuitive" and uses it liberally), yet he doesn't describe it at all.

"Think" is where all the magic happens. Katie Lucas calls this the "Run really, really fast" step for "how to win a marathon" methodologies. It's the step where all the real difficult, nitty-gritty stuff magically happens. South Park summarizes it "Step 1: Steal underpants. Step 2...... Step 3: Profit."

Ostensibly the whole book is about that one word "Think" but the tools he provides - the IDEA loop, mind mapping, story boarding are nothing new, and the book is utterly lacking a cohesive whole. They're just scattered ideas, praised one second, and then dropped in the next chapter. He even mentions the Toyota "dashboard" which is a tool for getting a quick overview of a problem - except he (again) utterly fails in to a dashboard. "Dashboard" doesn't even appear in the index of the book, and if it did, the only occurrence would be on page 113.

Here's all the text on page 113. "Creative Visual Control - Visual control is an integral part of Toyota's methodology. The Project Management Office of Toyota's North American Parts Operation (NAPO) used creative visual `dashboards' to track performance in their Stretch Goals Initiative (see Chapter 9)."

Chapter 9 is on how to stretch goals, not about dashboards. He clearly states "Visual control is an integral part of Toyota's methodology" yet it's explained nowhere in the book in any depth.

In fairness, Toyota did do something Ford didn't do (or at least something he claims Ford didn't do) - they got to know their market. Really engage them and have a conversation with them. Learn about them, and let those learnings drive their product, and he does get into that in the book.

The main thrust of the book - if I can understand it all because it's couched in so many superlatives and it jumps from topic to topic so fast that it's really difficult to tease core themes out - seems to be something like: Move forward by getting hands-on experience with your product and your customers. Don't dictate strategy based on numbers alone, or build bureaucracies - get down and dirty and get to know the product you're selling and get to know the marketplace. Come up with grand "elegant" visions for the future, but innovate little by little - tiniest bit by tiniest bit. Listen to everyone and implement every good idea, then standardize it so that the whole company benefits. Don't let the numbers do all the talking; learn the context, the story behind the numbers. Which is a pretty good message, and he does give you some tools to do that, but the tools are often vague, and you feel that the real tools are mentioned only in passing.

The subtitle of the book is "Toyota's Formula for Mastering Innovation." If this book was about the "formula" for Coca-Cola, it would say something like "cola syrup and seltzer" and go on about the intuitive and elegant way they matched cola syrup to the bubbling process and created a dynamic new soft drink and how the other soft drink companies of the day - lemonade, sugar-water and apple-juice - failed to really understand the problem, which is why they didn't come up with the cola + seltzer combination first and why they lost so much market share. (If only apple juice had thought "lifestyle" instead of "income segment!")

Overall, it's an okay read and a decent introduction to the subject of business innovation, though for a book that's supposedly written by a guy who's on the ground floor with this stuff, I would expect a *lot* more meat and a lot less fluff. Get it if you think you'll like it, but don't expect as much as the other reviewers seem to be hinting at.

"Keep it lean. Scale it back, make it simple, and let it flow.".......2007-05-22

The subtitle of this book ("Toyota's Formula for Mastering Innovation") is not inaccurate but somewhat misleading. Although, yes, Matthew E. May has much of interest and value to say about the Toyota Production System, his attention is by no means limited to it and to the remarkable organization within which it was developed and within which it continues to flourish. Today, Toyota is one of the ten most profitable companies in the world and worth more than General Motors, Ford, DaimlerChrysler, and Honda...combined. Obviously there are reasons for such extraordinary success but it would be incorrect to assume that other organizations can achieve the same success once they know what Toyota's "formula for mastering innovation" is.

What about this book's title? According to May, "Elegance isn't about being hoity-toity. It's not about lofty concepts and grand designs. It's not about beauty or grace, or anything to do with aesthetics - ugly is okay. Elegance is about something much more profound. It's about finding the `aha' solution to a problem with the greatest parsimony of effort and expense. Creativity plays a part. Simplicity plays a part. Intelligence plays a part. Add in subtlety, economy, and quality, and you get elegance...Elegant solutions relieve creative tension by solving the problem in finito as it's been defined, in a way that avoids creating other problems that then need to be solved. Elegant solutions render only new possibilities to chase and exploit. Finally, elegant solutions aren't obvious, except, of course, in retrospect."

Elegant solutions include library, paper money, pencil, wallet, wristwatch, icebox, mortgage, Social Security, credit card, cell phone, and auto leasing. These and other elegant solutions, as May correctly points out, "universally change the world's attitudes, beliefs, behaviors, and habits." Efforts to formulate elegant solutions are guided and informed by three principles: ingenuity in craft, pursuit of perfection, and fit with society. "They're the raison d'etre at Toyota, and nonnegotiable."

Earlier, I suggested that this book takes a close look at the mindset and the process by which Toyota continues to formulate elegant solutions. In fact, the Toyota organization implements a million ideas a year. May also includes within his narrative dozens of non-Toyota cases that indicate that none of the individual concepts are new, or even unique to Toyota. All organizations that formulate elegant solutions have people at all levels and in all areas of operation who possess both an ability and a determination to collectively and completely master all of the concepts as "a way of life, not a program centered on select teams led by specialists with artificial agendas."

But what about much smaller organizations, especially those with severely limited resources? Decision-makers in those organizations will be delighted (and perhaps surprised) to find that May provides a wealth of material that they can immediately put to use, once they understand the "deeper principles" that he discusses in Part I and the "ten key practices supported by tools and techniques" that he discusses in Part II. Then in Part III, May explains "how to put the practices and tools together well to achieve a [desired] result." He helps his reader to track the course of an exemplary team through a day of searching for the elegant solution.

For me, some of the most interesting and valuable material is provided in Chapter 12, "Make Kaizen Mandatory," as May poses again (as he does in other chapters) a combination of Problem, Cause, and Solution:

Problem: Innovation is hit or miss.
Cause: Creativity is misdirected and mismanaged.
Solution: Embed the kaizen ethic.

After a brief review of the factors that came together to help embed the kaizen ethic in Japanese business ethic during the decade or so following World War Two, he goes on to explain that at companies such as Toyota, the key issue is that they view kaizen in terms of standards that are created by the individuals performing the work, and, that standards are dynamic, and not everything gets standardized. These companies establish a best practice, document the standard, and train accordingly. Then in the next chapter, May shares his thoughts about "the power of lean" thinking and execution that reduce (if not eliminate) inconsistency, overload, and (most important) waste. Here is another combination:

Problem: Too many, too much - of everything.
Cause: Assumption that more is better.
Solution: Start thinking lean.

Once again, when it comes to innovation and designing solutions, the emphasis remains the same: "whatever you do, keep it lean. Scale it back, make it simple, and let it flow."

And that is what elegance really is all about.

Easy Reading.......2007-03-25

A must read for learning how to implement and sustain continuous improvement enabking lean to become part of the compny's culture

Dealing with Darwin : How Great Companies Innovate at Every Phase of Their Evolution

Average customer rating:

A cogent survival guide for the evolution of business
A must read for technology companies
Exceeded My Expectations
The big picture
Geared to "broad view" corporate managers

Dealing with Darwin : How Great Companies Innovate at Every Phase of Their Evolution
Geoffrey A. Moore
ProductGroup: Book
Binding: Hardcover

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The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business (Collins Business Essentials)

ASIN: B000FZDKU2

Book Description

Bestselling author Geoffrey Moore shows companies how to rise to the challenge of natural selection—and master their own evolution

Geoffrey Moore is one of the most respected and bestselling names in business books. In his widely quoted Crossing the Chasm, he identified and addressed the greatest challenge facing new ventures. Now he's back with a book for established businesses that need to learn how to adapt—or suffer the slow declines into marginalized performance that have characterized so many Fortune 500 icons in recent years.

Deregulation, globalization, and e-commerce are exerting unprecedented pressures on company profits. In this new economic ecosystem, companies must dramatically differentiate from their direct competitors—or risk declining performance and eventual extinction. But how do companies choose the right innovation strategy? Or overcome internal inertia that resists the kind of radical commitments needed to truly set the company's offers apart?

Illustrating his arguments with more than one hundred examples and a full-length case study based on his unprecedented access to Cisco Systems, Moore shows businesses how to meet today's Darwinian challenges, whether they're producing commodity products or customized services. For companies whose competitive differentiation to the marketplace is still effective, he demonstrates how innovations in execution can help boost productivity, whether a company is competing in a growth market, a mature market, or even a declining market. For companies in danger of succumbing to competitive pressures, he shows how to overcome inertia by engaging the entire corporate community in an unceasing commitment to innovate and evolve.

For any business competing in today's eat-or-be-eaten economic jungle, this groundbreaking guide shows not only how to survive, but also thrive.

Customer Reviews:

A cogent survival guide for the evolution of business.......2006-09-13

In a competitive, capitalist economy, nothing is more prized than the whiz-bang invention, the why-didn't-I-think-of-that product or service that defines a market, delights consumers and gushes profits. Yet for all the ink spilled over innovation, remarkably few businesspeople understand exactly how to mint revolutionary new products. Innovation expert Geoffrey A. Moore delves under the hood of the new economy to create this roadmap to creative thinking. Although the text at times bogs down in jargon and a dizzying degree of detail, he cites plenty of sharp real-world examples, including an inside view of Cisco Systems. We recommend this user's manual to innovation to anyone who thinks that survival is not an end goal, but just a place to get started.

A must read for technology companies .......2006-08-28

I have been an avid consumer of Geoffrey's books for many years and Dealing with Darwin provides a framework to organize an enterprise portfolio planning process. It takes the concepts in the "Discpline of Market Leaders" to a whole new level that can be used in planning and strategy execution. We use Geoff's ideas in many ways in the Stanford University Advanced Project Managment program. He is a gifted writer and thinker!

Exceeded My Expectations.......2006-07-24

This book provides a very useful model for evaluating a portfolio, identifying what's core and recommending strategies for how to balance resources between core and non-core projects and activities. Once you have identified your core projects and activities, the book also provides a framework for determining the best innovation strategy for maximum differentiation. These are extremely useful concepts and frameworks, especially for more established businesses that have diverse portfolios, are facing increased competitive headwinds and are looking for ways to compete more effectively.

The big picture.......2006-07-03

This is a good big picture review of where the marketplace is today. After several decades of new product and new category introductions (especially in the high-tech area) we've reached a point where there aren't a lot of new new things. This is especially true in enterprise software where I make a living (www.beagleresearch.com). So the question begs to be asked, "What's next?" meaning if we aren't introducing new categories, how do we get customers interested in what we have to offer. Moore brilliantly answers the question with an array of innovation strategies which, while not as definitive as disruptive innovation, are nevertheless important. Our understanding of how and why product lines are extended, for example, is improved and with that Moore brings to close a circle that started with "Crossing the Chasm". Definitely worth reading if you are in business and have responsibility for charting what's next or if you are a customer and want to understand the next moves by your favorite vendor.

Geared to "broad view" corporate managers .......2006-05-30

Because I work with marketing and PR professionals, I was hoping for more insight on these topics. The discussion on "managing innovations in mature markets" has some value for marketers. Otherwise, this book is targeted to executive-level managers who must address company-wide issues and strategies and want ideas from a range of industries.

The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business (Collins Business Essentials)

Average customer rating:

No Dilemma Here
A disruptive view on innovation
Repetitive
Business calssic
just great book

The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business (Collins Business Essentials)
Clayton M. Christensen
Manufacturer: Collins
ProductGroup: Book
Binding: Paperback

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ASIN: 0060521996
Release Date: 2006-07-25

Amazon.com

What do the Honda Supercub, Intel's 8088 processor, and hydraulic excavators have in common? They are all examples of disruptive technologies that helped to redefine the competitive landscape of their respective markets. These products did not come about as the result of successful companies carrying out sound business practices in established markets. In The Innovator's Dilemma, author Clayton M. Christensen shows how these and other products cut into the low end of the marketplace and eventually evolved to displace high-end competitors and their reigning technologies.

At the heart of The Innovator's Dilemma is how a successful company with established products keeps from being pushed aside by newer, cheaper products that will, over time, get better and become a serious threat. Christensen writes that even the best-managed companies, in spite of their attention to customers and continual investment in new technology, are susceptible to failure no matter what the industry, be it hard drives or consumer retailing. Succinct and clearly written, The Innovator's Dilemma is an important book that belongs on every manager's bookshelf. Highly recommended. --Harry C. Edwards

Book Description

In this revolutionary bestseller, Harvard professor Clayton M. Christensen says outstanding companies can do everything right and still lose their market leadership -- or worse, disappear completely. And he not only proves what he says, he tells others how to avoid a similar fate.

Focusing on "disruptive technology" -- the Honda Super Cub, Intel's 8088 processor, or the hydraulic excavator, for example -- Christensen shows why most companies miss "the next great wave." Whether in electronics or retailing, a successful company with established products will get pushed aside unless managers know when to abandon traditional business practices. Using the lessons of successes and failures from leading companies, The Innovator's Dilemma presents a set of rules for capitalizing on the phenomenon of disruptive innovation.

Find out:

When it is right not to listen to customers.
When to invest in developing lower-performance products that promise lower margins.
When to pursue small markets at the expense of seemingly
larger and more lucrative ones.

Sharp, cogent, and provocative, The Innovator's Dilemma is one of the most talked-about books of our time -- and one no savvy manager or entrepreneur should be without.

Download Description

Revised, updated, and with a new chapter, this book continues to take the radical position that great companies can fail precisely because they do everything right. It demonstrates why outstanding companies lose their market leadership when confronted with disruptive technology--and it explains how to avoid a similar fate. Drawing on insights from a number of industries--such as the computer and disk drive industries, discount retailing, minimills, pharmaceuticals, and the automobile industry--Christensen shows why good management often turns out to be all wrong--and what to do about it.

Customer Reviews:

No Dilemma Here.......2007-08-18

It is the typical manager's nightmare. A startup with a powerful idea wipes out all the dominance your large ogranisation had. It can happen overnite and without warning.

How do you stop this nightmare from happening? Well, the answer could lie in The Innovator's Dilemma.

Kishore Dharmarajan
Author of Eightstorm: 8-Step Brainstorming for Innovative Managers

A disruptive view on innovation.......2007-08-09

Professor Clayton Christensen introduced the term "disruptive innovation" as a management buzzword, the whole book spins around this concept and offers very perturbing views on why being a star performer is a major threat to pass the next opportunity.

First, a definition: disruptive innovations are those that offer "less" in the critical performance parameters of current customers. As a consequence disruptive innovators have to look for different customers than the ones that established companies already have.

To make the point a deep analysis of the hard disk drive industry is made. More than 100 innovations are analysed and only 5 are claimed as being disruptive: the progressive reduction of size from 14", to 8", to 5 1/4", etc. All follow the same pattern: the innovation had lower performance on capacity which was the critical parameter for existing customers and innovators had to find new customers, eg for the 8" drive the mini-computer manufacturers instead of mainframe manufacturers. In fact innovations were so disruptive that almost none of the established companies was able to be successful in the new market. Although current players where by and large able to bring forward the other 100 sustaining inovations without major troubles.

The second part of the book recommends how to make disruptive innovations work, with supporting evidence from examples. This are:
-Create a new organization to deal with the innovation
-Match organization and opportunity size
-Allow the organization to fail rapidly and inexpensively and move on
-Leverage some of the existing resources but not the values and processes of the main organization
-Spend time looking for the right customers rather than the right technology.

The surprising learning is that what impedes that good companies cannot profit from disruptive innovations are that they are good at what they do in their main business not that htey are bad. The hot topic is still when a disruptive innovation is comming how can we spot and capitalise on it, and put ourselves in the dilemma of chosing the best option.

A well laid out, thought provoking and seminal work on innovation.

Repetitive.......2007-06-23

It was a hassle getting through this book, but overall it was worth it. A lot of good lessons learned, but he says the same things over and over again. Read the first and last chapters and you'll be fine.

Business calssic.......2007-06-17

The Innovator's Dilemma by Clayton M. Christensen is a must read book for any person interested in keeping their business moving forward or for any person starting a business. Christensen clearly exposes the traps that cause successful companies to stop innovating and succumb to innovative new firms. The material is presented as a series of fascinating case studies with commentary.

just great book.......2007-05-12

Just great book for those considering start their own business.
Would be helpful for bean counters in large corporations too.

Thinkertoys: A Handbook of Creative-Thinking Techniques (2nd Edition)

Average customer rating:

Most useful book I have read
Valuable Tool for Brainstorming
Not the final approach to creativity, but useful, espesially for building confidence
Very good collection of "thought toys"
Works!

Thinkertoys: A Handbook of Creative-Thinking Techniques (2nd Edition)
Michael Michalko
Manufacturer: Ten Speed Press
ProductGroup: Book
Binding: Paperback

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ASIN: 1580087736

Book Description

THINKERTOYS will teach you how to generate new ideas for businesses, markets, sales techniques, and products and product extensions. Packed with fun and practical tools and exercises, it outlines 30 practical linear and intuitive techniques that can be used by individuals or groups to tackle and solve business problems in fresh, creative ways.

An updated edition of the best-selling business creativity book, with more than 30 brainstorming techniques and hundreds of creative-thinking tips and tricks. Revision includes new techniques, examples, and sections on group brainstorming and endgames.

Customer Reviews:

Most useful book I have read.......2007-10-16

If a significant portion of your life requires creativity that is attached to solving real-world problems, this book is tremendous. It offers tons of techniques with great details on how to get the ideas you need. It's a wonderful and useful read. In fact, it is, without a doubt, the most useful book I have ever read.

Valuable Tool for Brainstorming.......2007-08-10

Thinkertoys has proven to be an excellent resource guide and valuable addition to my library on creativity. Not only does it provide a variety of different brainstorming techniques, but it lays them out with an easy writing style. I have used this book in an applied creativity workshop taught to graduate management students and have found it to be very helpful.

Not the final approach to creativity, but useful, espesially for building confidence.......2007-08-01

My method of creativity: Take something you're not satisfied with. Start thinking what in it is unnecessary, what could be removed. Compare it to other such things and incorporate their features if necessary. Start combining the parts to all kinds of wholes that match your inner models of their ideal function. Keep on evolving, adding branches, developing, destroying. Ultimately you have arrived at something completely different.

In my opinion the only worthwhile creative practices are:

1. Being aware that you can be a creative person and that you have creative modes of thought that can always be accessed. Basically doing things that are weird and creative helps. Like I've been developing new writing systems for English and Finnish. There's no practical use for them really (even though they're already a lot better than the Latin alphabet). Just for the sake of being creative. You don't have to be artistic. That mostly means learning self expression and technique. The trick is to see that anything at all is really helpful in moving you towards new things. You just have to keep moving in all possible ways, use all areas of thought, and ultimately you'll arrive at something. Creativity is your friend.

2. Practicing knowing what your customers/target group are looking for. You have to be there earlier than they even know what they actually want. What this means in practice is just things like watching TV and being on the net and reading and following the trends. Be like they would be in 5 years. Have a sense of design that's better than their taste.

3. Practice things that have nothing to do with creative problem solving like dancing or whatever. Whatever you're motivated to do at the moment. Be familiar with all cultures, not only what's mainstream or popular at the moment. It all affects the way you think and generally you should be able to do and like and be confident of just about everything possible.

What this book does is make you aware that it's possible to ask questions from yourself and to work towards solutions from perspectives that seemingly have nothing to do with it. After a few pages you'll get the formula. Basically doing something like watching cartoons to solve your problems works just as well as any single thinkertoy. The key is that whatever you're using for inspiration, it cannot be too complicated. It has to be something that can be reduced to simple concepts. And the area that is in need of creativity also has to be reduced to simple concepts. So it's useful not to look at the whole thing at once, but identify some key areas and issues and work on them.

There's a practically infinite number of thinkertoys you can use. You can come up with them yourself too whenever you want to. Maybe this book will make you aware of the fact. If you already are, there's no use to refer to it really. You're already carrying a lot better and easier to customize thinkertoys inside you.

After working with creative problems for a while you'll develop a routine. It helps to keep you sane and flowing all the time. There will never be a dead end where you'll have no way of moving forward. Just abandon, restate, do something dramatic like macroevolution. But keep your ideas manageable at all times. You don't have to really memorize any creative thinking techniques. There are about a 1000 questions this book tells you to ask yourself when you need to be creative. And it's far from complete. Opening a random page when you encounter a dead end hardly gives you the best new approach. It's like dancing about architecture.

So I'd like to stress that the function of this book is to rather make you aware of your creative intuition than to provide techniques of surpassing it. There are no such techniques and you can't memorize them. This book is not the environment you'd like to be at when faced with a creative task. It's mainly useful for clearing blocks in your mind about the limits of what can be used creatively. If you know how it's done already, this book will be rather repetitive.

If you have trouble about seeing randomizing as a useful technique, read about dada. If you can't use things like sound in association to problem solving, become really interested about music. If you aren't comfortable with all areas of human experience, you can't really use them in problem solving either. Being aware that they can be used isn't enough. You have to have the intuition too.

That said, this book is really important to me too. But I just like to offer the other side. That creativity is like walking. There are no ways to reduce it to a successful formula that always works. But still, it's so essential that you really should read about it, a lot. I think if you're buying just one book from Michalko, Cracking Creativity might be better. Not entirely sure though. Just make sure you'll read and do a lot of other creative stuff as well, it really does pay off after some time.

Very good collection of "thought toys".......2007-07-30

Thinkertoys is a wonderful collection of tools for creative thinking. I am an engineer and purchased the book to help me stimulate new ideas. The techniques in the book open up places in the brain where one would not typically look for these ideas. I found the tools inside quite useful to stroke the imagination and, many times, look at old problems in new and different ways

Works!.......2007-07-21

When a book goes into its second edition of its print run, you can be sure it have a solid message to convey.

Kishore Dharmarajan
Author of Eightstorm: 8-Step Brainstorming for Innovative Managers

Creative Training Techniques Handbook: Tips, Tactics, and How-To's for Delivering Effective Training

Average customer rating:

A must have for any training professional
Lots of Content Here
Turn nervousness into confidence
The best book I've read on the subject
a couple of good ideas but practically limited

Creative Training Techniques Handbook: Tips, Tactics, and How-To's for Delivering Effective Training
Robert W. Pike
Manufacturer: Human Resource Development Press
ProductGroup: Book
Binding: Hardcover

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Telling Ain't Training

ASIN: 0874257239

Book Description

Thoroughly updated and revised, the third edition of this essential resource for training professionals is packed with new and valuable features for delivering cost-effective, high-impact training. Like previous editions, Creative Training Techniques Third Edition covers all the important basics: Presentation preparation, learner motivation, visual aids, group involvement, creative materials, resource materials, presentation techniques and customized training. New to the third edition are six chapters covering the following: .Instrumented learning .Transformation of existing training programs .Participant-centered techniques for technical training .Participant-centered techinques for computer training .The myths and methods of eLearning .Classroom management techniques. You'll also find a new appendix packed with simple job aids to help you make, buy, or build decisions when planning training.

Customer Reviews:

A must have for any training professional.......2007-01-11

I am not a trainer, but a curriculum designer. I attended Bob Pike's Boot Camp (another MUST) and was given this book at the seminar. The Boot Camp is amazing and anyone involved in training (adult or child education) needs to attend.

This book is amazing. Bob Pike is clear and effective. The book isn't filled with a ton of "fluff." Each and every page offers value. Every page gives you ideas of things you can (and should) start doing immediately.

I enjoyed it so much, I ordered one for every single employee in our department and now we are doing a sort of "book club" where we all read a chapter and discuss.

If you don't buy any other book on training - buy this one. You will learn more about how adults learn, how to evaluate training (and non-training needs), how to present your evalation and solutions, how to set up an effective classroom, etc.

BUY IT! You won't regret it!

Lots of Content Here.......2004-12-08

Pike packs in the content here. Thorough and updated, this book should be a part of any trainer's library.

Turn nervousness into confidence.......2004-04-14

I am an independent corporate trainer and saw this book praised in a variety of places. I bought it and read it from cover to cover. While I was reading it, I kept saying to myself, "Isn't this stuff kind of simple?" When I finished reading it, I felt like I had not learned enough to justify the high price. These first impressions were not lasting impressions. Here is how I can tell: Whenever I feel nervous about a new training assignment, I open this book and quickly find solutions that turn my nervousness into confidence. I grew to understand that the simplicity I observed during my first reading is actually the result of skillful winnowing by an expert.

Because of its price, I rated this book 4 stars instead of 5 stars. I understand the marketing justification for the price. Some stuff in the book is provided for HR professionals who train trainers. These people are usually buying the book with someone else's money. The publisher knows that and banks on it. But, given how much I continually get from this book, I figure at least the author has earned the extra money.

The best book I've read on the subject.......2002-11-11

I've had a bit of a hard time finding books on training the trainer to train and I feel that this is THE book that does it best. I work for a new company and ended up doing most of the training of new employees. I've thoroughly enjoyed it and this book helped me to be more effective at it. I love the 'instructor led, participant centered' idea that he presents. It allows me to treat the trainees as adults but we still have fun. Being new to training I didn't feel that he was talking over my head. It was to the point, useful information that I was immediatly able to put to good use.

a couple of good ideas but practically limited.......2002-08-14

i bought this book as it was a a suggested read by a big american design software corpoartion for whom i was an authorised trainer.
having picked up most of my training techniques from teaching or other teachers, or indeed practically picked up, i was intrigues to refine my techniques or expand them.
But, i found very little here of use to me, i think this is much more useful to people eho train in the vaguer sense of the word, as i was running professional training courses, i actually found a lot of the material given i disagreed with in practice, to be honest you just could not run a prodessional graphic design course like this.
maybe the ideas of teaching in England are a bit more quirky and persoanlity based, but these ideas are either common sense or patronising of the audience.
maybe if you are in some kind of business arena and completeley new to the whole field theres something for you.
I got nothing out of it really, and ive been a professional trainer for ten years.

The Servant Leader: How to Build a Creative Team, Develop Great Morale, and Improve Bottom-Line Performance

Average customer rating:

Use this book for coaching managers & execs
Great book, even better concept...
Servant Leadership "Must-Read"
Practical Leadership
Vital for Future Leaders

The Servant Leader: How to Build a Creative Team, Develop Great Morale, and Improve Bottom-Line Performance
James A. Autry
Manufacturer: Three Rivers Press
ProductGroup: Book
Binding: Paperback

General | Business & Investing | Subjects | Books

Leadership | Management & Leadership | Business & Investing | Subjects | Books

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Similar Items:

Servant Leader
The World's Most Powerful Leadership Principle: How to Become a Servant Leader
Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness 25th Anniversary Edition
The Servant: A Simple Story About the True Essence of Leadership
The Servant-Leader Within: A Transformative Path

ASIN: 1400054737
Release Date: 2004-11-30

Book Description

A Practical Guide to Using the Principles of Servant Leadership

Leadership is a calling. And servant leadership—the idea that managing with respect, honesty, love, and spirituality empowers employees—helps individuals answer that calling. Bestselling author and former Fortune 500 executive James A. Autry reveals the servant leader’s tools, a set of skills and ideals that will transform the way business is done. It helps leaders nurture the needs and goals of those who look to them for leadership. The result is a more productive, successful, and happier organization, and a more meaningful life for the leader. Autry reveals how to remain true to the servant leadership model when handling day-to-day and long-term management situations, including how to:

•Provide guidance during conflict and crisis

•Assure your continued growth and progress as a leader

•Train managers in the principles of servant leadership

•Transform a company with morale problems into a great place to work

Practiced by one-third of the companies on Fortune’s “100 Best Companies to Work For” list, servant leadership is a thriving philosophy. Ultimately, Autry explores how it can be a valuable, refreshing, and rewarding approach to leading others in business life.

“When I first read Jim’s work, I was thrilled. Finally, someone had clearly and con-cisely articulated these principles in a way that people can quickly adopt into their lives.”—from the foreword by Howard Behar, retired president, Starbucks

“This is an awesome book. James Autry’s gift is that he brings lofty ideals down to earth with general illustrations that make them easy to understand and apply. I highly recommend it!”—Jack Canfield, coauthor, Chicken Soup for the Soul

“The Servant Leader describes the kind of leadership upon which Starbucks Coffee Company has been built and is a concept that is closely aligned with our mission and guiding principles.” —Howard Schultz, chairman, Starbucks

Customer Reviews:

Use this book for coaching managers & execs.......2007-07-27

As an executive coach, I often rely on books for extra inspiration for my clients. James Autry's Servant Leader book is the one I most often recommend to clients. The first half of the book is especially compelling and succinct, and it supplements my efforts to instill change in old-style managers and executives. There are plenty of "servant leader" books available, but this is the one I turn to every time.

Great book, even better concept..........2006-12-28

The Servant Leader has a great title and develops the concept. It only falls short in giving true-to-life, concrete examples. If you are new to the concept of servant leadership, this is a great starter. Great book!

Servant Leadership "Must-Read".......2006-08-21

James Autry's (2001) book is essential reading for the servant-leader and servant-led who are looking for practical tools to change organizational culture. The book was arranged in four major sections: "A Foundation of Character and Vision" (pp. 1-36); Servant as Manager: The Everyday Nuts and Bolts" (pp. 37-98); The Harsh Realities of Organizational Life" (pp. 99-154); and "Finding the Balance" (pp. 155-240).

His main contribution to servant-leadership is threefold: (a) he rightly points out the famous proverb about managers doing things right and leaders doing the right things is not a prescription that recommends leaders to think only of the forest and not the trees; "instead, it is meant to define what a manager must move beyond (focusing on how to do) in order to become a leader (focusing on what to do and how to be" (pp. 37-38); (b) as an organizational leader with deep experience, he does not shy away from discussing the harder aspects of organizational life--he is an effective counterweight for some of the Pollyannaish literature; and (c) as an experienced organizational leader, he provides some management and leadership technologies and understandings that the theorist alone cannot.

"Because this concept of serving others is an essential part of what I believe about leadership, let me offer you a list of six things I believe about leadership:
1. Leadership is not about controlling people; it's about caring for people and being a useful resource for people.
2. Leadership is not about being boss; it's about being present for people and building a community at work.
3. Leadership is not about holding on to territory; it's about letting go of your ego, bringing your spirit to work, being your best and most authentic self.
4. Leadership is less concerned with pep talks and more concerned with creating a place in which people can do good work, can find meaning in their work, and can bring their spirits to work.
5. Leadership, like life, is largely a matter of paying attention.
6. Leadership requires love." (pp. 20-21).

Practical Leadership.......2002-10-07

A timely and insightful book. Autry brings a fresh prospective to the leadership and management table. Too often today we hear the negative aspects of leadership. Leaders are portrayed as being consumed with power and greed, not motivated to promote the company and protect the employee, but to advance their own wealth. The leader that Autry describes is much different. This leader is a servant first, placing high emphasis on the worth of the individual and believes that the people are what make and hold the company together.
Unlike other books on servant leadership, Autry gives the reader a clear, concise idea of how to apply the principals of servant leadership to the ethical and personal problems leaders face on a daily basis. He effectively illustrates "how to build a creative team, develop great morale and improve bottom-line performance". He introduces a concept that will be unsettling to some leaders when he states "Business is about people. Business is of, by, about and for people". As far as he is concerned organizations are not different, they may produce different or unique products, but they are all dependent on people and that is what makes them the same.
This is not a book about soft or fussy management; it relates to business practices that we use everyday. Instead of focusing on the bottom-line Autry's focus is on people. He believes that if he takes care of the people that work for him and treats them in a fair and ethical manner he will improve bottom line performance.
Autry addresses issues that HR professionals and leaders have to work with. The chapter on Finding the Right People is about recruiting. The chapter on Tools of the Trade focuses on job descriptions, performance standards, performance appraisals and rewards systems. Nothing touchy feely here, just areas that can either have a positive or negative impact on profits. These topics tie directly to the productivity of the company because, if done incorrectly, they will adversely affect moral and performance. There is also a great chapter on dealing with difficult employees, which I found very insightful.
This book is a great tool for the leader that is looking to have a positive impact on the lives of their employees. It acknowledges the fact that you will have legal and personal issues to deal with and it helps you work though the problems from a different prospective.
I highly recommend finding a place for it in your toolbox.

Vital for Future Leaders.......2002-01-23

I've just spend a thought-provoking afternoon with Jim Autry. No, I've never met the man. But, I feel like we've had a personal conversation and I can call him friend. That's the way this book reads. Now I'm motivated to read his previous books: "Love and Profit," "Life and Work," and others.

As a consulting futurist, I advise my client organization's leadership teams how to prepare for their future. The emphasis of my work is workforce and workplace issues. Looking at the design and performance of the corporation of the future, I'm confident that we'll see a significantly different style of leadership than we see in today's organizations. I teach-and-preach this shift in my consultations, seminars, and speeches to management groups. The emerging style is much more employee centered, less authoritarian. Some have called this emerging model "servant leadership," so I was eager to read Autry's book to learn about his perspective.

Though a consultant and speaker himself, Autry's "been there, done that." He's practiced the principles he espouses in a number of settings, including in his former role as president of the Meredith Corporation's publishing group. This experience enables him to present real-life examples from his personal leadership career, moving this book from an academic treatise to almost a personal story of "here's how I did it . . . and got great results." Readers of this book will enjoy a feeling of sitting in a comfortable setting having a conversation with this thought leader.

The book is organized into four parts. The first part, A Foundation of Character and Vision, presents two baseline chapters: Characteristics of the Leader as a Servant, and Understanding the Three Aspects of Vision. This portion of the book alone produced sufficient value for me that I knew I wanted to give this volume high marks. Managers and leaders may find themselves looking more introspectively at their own styles, values, and expectations as they read these pages. Sure started me thinking.

Part Two of the book gets into some nitty-gritty. Application of the servant leader approach. How to build a community of people who enjoy working productively together to achieve shared desired results. Listen to the chapter titles: Finding the Right People. Training the Servant Leader. Tools of the Trade. Coping with the High-Tech Workplace.
There were a couple of places in this portion of the book where my mind began to wander, but I was quickly drawn back to the text as I gained insight into how the principles of servant leadership work hand-in-hand with the more mundane aspects of management like job descriptions and performance appraisals. I turned down a lot of page corners.

The book's third section is entitled The Harsh Realities of Organizational Life. In three chapters, Organizational Issues, Personal Issues, and Legal Issues, Autry tackles everything from Firing People to Sexual Harassment. In the fourth part of the book, Autry gets into what he calls Finding the Balance. Hard work doesn't mean nose to the grindstone 18 hours a day. A servant leader builds loyalty (Servant Leadership and the Crisis of Loyalty), and helps resolve counterproductive problems in the workplace (Conflict). The other two chapters in this section address The Responsibilities of Family and Community Life and Leadership When Things Go Wrong and Times Are Bad. Good stuff for today's world!

The book closes with an interesting approach to an epilogue, Script for a Future Slide Show. In 24 snapshots of workplace situations in 2015, Autry gives us his glimpse of what life will be in the future with servant leadership. I doubt that we'll have to wait until 2015, agree that we'll see what he forecasts. I believe we'll see this leadership design in successful companies long before then, and it's application will engender positive differences in workforce stability, productivity, profitability, and the happiness of both leaders and led.

The book includes a workable index, but I would have liked to see a more comprehensive table of contents. With that aid, readers coming into this book would have a greater sense of the value they will receive. I'd encourage you to read this book, with a mind that is not only open from curiosity, but one that is open to make some changes in the way you lead.
Special note to aspiring future leaders: don't miss this one! And do some more reading on the topic as more books come out on servant leadership in the years ahead.

Ten Rules for Strategic Innovators: From Idea to Execution
Average customer rating:

Working from the Inside

Just what I needed to help my job

Inside look at managing an innovative offshoot

A "must-understand" for leaders concerned with long-term prosperity

Some Excellent New Ideas for Pursuing Organic Growth

Ten Rules for Strategic Innovators: From Idea to Execution
Vijay Govindarajan , and Chris Trimble
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books
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Similar Items:

Making Innovation Work: How to Manage It, Measure It, and Profit from It

The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization

Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant

Harvard Business Review on Innovation

Seeing What's Next: Using Theories of Innovation to Predict Industry Change

ASIN: 1591397588

Book Description

Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That’s what makes emerging high-growth industries so attractive. With no proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough to capture them first.

But building tomorrow’s businesses while simultaneously sustaining excellence in today’s demands a delicate balance. It is a mandatory quest, but one that is fraught with contradiction and paradox. Until now, there has been little practical guidance.

Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday’s successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed. The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more.

Breakthrough growth opportunities can make or break companies and careers. Forget, Borrow, Learn is every leader’s guide to execution in unexplored territory.

Customer Reviews:

Working from the Inside.......2007-08-20

We always hear about the innovators who go out to their garage and come out millionaires. But those slogging it out to innovate in old companies don't get any kudos. In fact, it is a pretty thankless process.

This book provides some key wisdom and models that will help internal innovators to design systems to get the most out of a large corporation without killing the new idea.

Just what I needed to help my job.......2007-07-15

I work deeply involved in innovation and its unusual needs for creating successful business, sometimes very far from the regular processes and methodologies. However, it was sometimes difficult to justify to my bosses why I took some decisions that seemed to go in opposite direction of the expected result and it is exactly what this book brought to me. Recommended.

Inside look at managing an innovative offshoot.......2007-04-19

As opposed to offering a simple guide to innovation, Vijay Govindarajan and Chris Trimble do something less common, and they do it well: They analyze the institutional structures which allow, nurture and support innovation. They explain how to open new innovation-focused divisions in your organization, how to think about learning and how to evaluate such new projects (and, perhaps more importantly, how not to evaluate them). They share case studies of established companies' successful and failed attempts to sprout innovative offshoots. The results are very level-headed. The authors are quite clear about the obstacles to institutional innovation, planning and learning in uncharted waters. We expect that this book could help you sail through.

A "must-understand" for leaders concerned with long-term prosperity.......2006-07-14

Many thanks to Vijay Govindarajan (VG) and Chris Trimble for this grand exposition of ideas first shared in the Spring 2005 California Management Review and the May 2005 Harvard Business Review. VG and Trimble's "Forget, Borrow, Learn" framework is the most powerful recipe for corporate reinvention that I have encountered.

As other Amazon reviewers have skillfully described the contents of this excellent book, I would like to add just two things.

First, as a graduate of the Tuck School of Business, I had the good fortune of encountering VG in the classroom. VG is a dynamic presence who commands attention. If you get a chance to experience VG in person, take it. To get a (very) small taste of what I am talking about, check out VG's video link at Tuck's website.

Second, to learn further from VG, I highly recommend VG's blog. Several of VG's posts are pure gold. For example, in VG's March 10, 2006 post, he puts forth his "three box thinking model," with box 1 being "Manage the present," box 2 being "Selectively abandon the past," and box 3 being "Create the future." The leaders of most companies spend most of their time in box 1, believing that they are working on strategy. As VG contends, though, strategy is really about boxes 2 and (especially) 3, that is, figuring out how to allocate scarce resources today to assure market leadership in 2010, 2020, and beyond. Yes, indeed.

In sum, I not only recommend this book wholeheartedly, but also urge those concerned with the long-term health of their firms to continue reckoning with the thoughts and writings of both VG and Chris Trimble.

Some Excellent New Ideas for Pursuing Organic Growth.......2006-06-27

This is an excellent book that provides some excellent new ideas for pursuing organic growth. These ideas are built around three challenges: forgetting, borrowing and learning. The ideas are developed as 10 rules which are supported by numerous examples. To read this book, I would focus on the introduction and chapter one and then go to the conclusions in chapter 10. Chapter one provides the context for the rules and chapter 10 summarizes them. From there, you can focus on the rules that are most interesting to you and your organization. The chapter that I found to be most interesting was chapter 9, Theory Focused Planning an approach to understanding the business, how it will work and to discover the business model that the organization needs to focus on to be successful. I found this to be the best chapter in the book, because the traditional concepts of annual budgeting really don't work well in the world of innovation. And, this appears to me to be fundamentally better approach.

Medici Effect: What Elephants and Epidemics Can Teach Us About Innovation

Average customer rating:

Better than it would appear
Nice Book
Good for getting in an innovative and integrative mindset
Interesting, thought provoking and you really can learn "creativity" from it
interesting book but need to be better

Medici Effect: What Elephants and Epidemics Can Teach Us About Innovation
Frans Johansson
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Paperback

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Seeing What's Next: Using Theories of Innovation to Predict Industry Change
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The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm
The Power of Impossible Thinking: Transform the Business of Your Life and the Life of Your Business

ASIN: 1422102823

Book Description

Why do so many world-changing insights come from people with little or no related experience? Charles Darwin was a geologist when he proposed the theory of evolution. And it was an astronomer who finally explained what happened to the dinosaurs.

Frans Johansson’s The Medici Effect shows how breakthrough ideas most often occur when we bring concepts from one field into a new, unfamiliar territory, and offers examples how we can turn the ideas we discover into path-breaking innovations.

Customer Reviews:

Better than it would appear.......2007-10-01

This book is about developing ideas. It starts out very slowly and it seems like just another rehash of the tales told a hundred times before. It goes through the normal diversity is better arguement, which is a plus and a minus (he never gives us the minus). But as the book develops he provides a family of keen insights. He reviews much of the literature in an interesting way. Even old news is presented nicely. For example, at this point most people know that brainstorming does not really get you anywhere. Indeed, individuals will come up with more ideas than a team all working together, one after the other. He goes through this and then suggests alternatives. By the time I was done with the book I was impressed and I would recommend it to others.

Nice Book.......2007-08-01

You actually feel inspired when reading it. Just get done and you'l feel real effect.

Good for getting in an innovative and integrative mindset.......2007-06-04

This book was really easy to get through and I came away thinking more about how to keep my mind open to ideas from lots of different disciplines. It provides good examples of cross-discipline collaboration and why you should care. The book provides a few little tricks to get you thinking in a different way, but I found the subject matter itself to be more inspiring than directly applicable.

Interesting, thought provoking and you really can learn "creativity" from it .......2007-03-13

Copied from pg 2, "The idea behind this book is simple: When you step into an intersection of fields, disciplines, or cultures, you can combine existing concepts into a large number of extraordinary new ideas." Somehow you may vaguely have a similar concept as the author's in mind. What he did much more than the rest is that he had studied and consolidated on it, given it a an exotic name "The Medici Effect", and furnished it with plenty of vivid, interesting and memorable examples for others, presumably less bright people like me, to read and follow. In short, quite outstanding in the sea of books on creativity and innovation. Really helpful! Highly recommended!

Ultimately society decides whether an idea is both new and valuable...It is impossible to determine if a person's products are innovative if they have never been seen, used, or evaulated. pg 15

In essence, these people (Marcus Samuelsson, Charles Darwin) succeeded at breaking down their associative barriers because they did one or more of the following things: exposed themselves to a range of cultures; learned differently; reversed their assumptions;, took on multiple perspectives. pg 45

The most successful innovators produce and realize an incredible number of ideas....Pablo Picasso produced 20,000 pieces of art; Einstein wrote more than 240 papers; Bach wrote a cantata every week; Thomas Edison filed a record 1,039 patents. This holds true today. Prince is said to have over 1,000 songs stored in his secret vault, and Richard Branson has started 250 companies. pg 91

Research has shown, in fact, that the vast majority of successful new business ventures abandoned their original business strategies when they began implementing their initial plans and learned what would and would not work in the market. The dominant difference between successful and failed ones, generally, is not their original strategy. Guessing the right strategy at the outset is not nearly as important to success as conserving enough resources (or having relationships with trusted backers or investors) so that new business initiatives get a second or third stab at getting it right. Those that run out of resources or credibility before they can iterate towards a new strategy are the ones that will fail. - Clayton Christensen pg 130

Risk homoeostatis: people will compensate for taking higher risks in one area of life by taking lower risks in another. - Gerald Wilde pg 167

The most effective way to combat fear is to acknowledge it...For starters, you have to come to terms with what is at stake and admit that you might lose it. Often this means that you must be comfortable enough to know that if everything is lost, you can still move on. pg 180

interesting book but need to be better.......2007-03-04

1. the author have something to say, and he say it in a easy way that friendly to understand. it's good. But the author seems too hush to run into the conclusion, it seems if he spend more time in detail study, this book will be much better;

2. For the same topic, I suggest "A Technique for Producing Ideas" which is short but powerful; and it from a master's hand, if you compare that book with "Medici Effect", you will find how good it is, ;-);

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