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Title: Getting Innovation Right
Subtitle: How Leaders Leverage Inflection Points to Drive Success
Author: Seth Kahan
Narrator: Michael Butler Murray
Format: Unabridged
Length: 7 hrs and 53 mins
Language: English
Release date: 07-02-13
Publisher: Audible Studios
Ratings: 3 of 5 out of 1 votes
Genres: Business, Leadership
Publisher's Summary:
Real-world strategies for uncovering potential and capitalizing on opportunity.
Innovation is worth little unless it generates lasting success, and gaining measurable results from new ideas requires more than creative risk-taking. Successful innovation demands a tactical approach, and Getting Innovation Right reveals how your company can secure real traction and growth in the marketplace. With Seth Kahan's outcome-based approach, based on his experience leading innovation initiatives at a diverse range of organizations, you will identify the inflection points that generate market opportunities for your company and leverage the best techniques for securing a foothold in a lucrative new space.
Grounded in market-based reality, Getting Innovation Right is an indispensable resource for leaders looking to drive results and move in fresh directions.
Members Reviews:
Five Stars
Good solid book on innovation, lots of great ideas, a wonderful book to add to your library on innovation
Thoughtful and in-depth strategies to systematically innovate
Seth Kahan has produced a very thorough, careful, and well-researched book on how anyone and any organization can innovate--and profit from their innovations. Kahan defines innovation as "The creation and successful delivery of new products and services." That is certainly the Holy Grail for many, and he does a great job at laying out a very thorough roadmap for how to do it.
Getting Innovation Right is divided into seven main sections. Each covers an important aspect of innovation. They are:
ONE: Pursue inflection points: These are defined as "A decisive change in the status of your organization with respect to its success in the market" negative and positive. Various tactics are provided to capitalize on inflection points.
TWO: Build innovation capacity: These are the capabilities required to bring innovation into productive use. He also covers forces that jeopardize innovation, such as the pressure of daily ops.
THREE: Collect intelligence: You must do this in three areas: Customers, markets, organizational capabilities.
FOUR: Shift perspective: Here, you must challenge your old assumptions; examine your value chain; think like your competition; understand your weaknesses, and look to what Kahan calls creative deviants.
FIVE: Exploit disruption. For example: Be flexible, have a customer value mind-set, share success stories, respond rapidly, and so on.
SIX: Generate value.
SEVEN: Drive innovation uptake. This section focuses on strategies to get customers to buy your new products and services.
My only (and minor) criticism of Getting Innovation Right is this: The first five or six sections of the book are really on the mark and provide a wealth of strategies and tactics you can use immediately to innovate more effectively. The last section, while containing very good ideas, goes a little afield of the main topic of the book, which is innovation. Nonetheless, it's a question of too much good stuff rather than too little.
As an author and president of my own global firm, I look askance at overly-academic business books. Getting Innovation Right, however, is practical. Some books on growth strategies and innovation require such leaps of thinking and organizational capabilities that they are just not relevant for most businesses.