- Hardcover: 304 pages
- Publisher: Prentice Hall; 1 edition (12 Oct 2007)
- Language English
- ISBN-10: 013233951X
- ISBN-13: 978-0132339513
- Product Dimensions: 22.9 x 15.7 x 3.3 cm
- Average Customer Review: 4.5 out of 5 stars See all reviews (2 customer reviews)
- Amazon Bestsellers Rank: 895,445 in Books (See Top 100 in Books)
- See Complete Table of Contents
The Global Brain
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Product Description
Product Description
All the talk about "open innovation" and externally-focused innovation assumes that "one size fits all" in terms of what network-centric innovation is and how companies should harness external creativity. But the reality is that there is no one right way to master this tool. For instance, loosely governed community-based innovation projects are a very different animal from tightly-orchestrated development projects driven by a large firm. As the landscape of network-centric innovation becomes more diverse and more confusing, there is a desperate need to structure the landscape to better understand different models for network-centric innovation. This book brings clarity to the confusion. Further, it argues that managers cannot rely on anecdotal success stories they read about in the press to implement a network-centric innovation strategy. They need rigorous and analytical advice on what role their company should play in an innovation network, what capabilities they need to create, and how they need to prepare their organization for this significant shift in the innovation approach. This book offers a practical and detailed roadmap for planning and implementing an externally-focused innovation strategy.
About the Author
Satish Nambisan is a professor of technology management and strategy at the Lally School of Management, Rensselaer Polytechnic Institute in Troy, New York. He is a globally recognized researcher and thoughtleader in the areas of innovation management and technology strategy, and his recent research work has focused on customer co-innovation, network-centric innovation, and IT-enabled product development. His research has been published in premier management journals such as
Harvard Business Review
, MIT Sloan Management Review, Management Science, and Academy of Management Review. Through
his consulting work and executive lectures, Satish has helped many companies in the United States, Singapore, and India in managing innovation and product development. Prior to joining the academia, Satish held executive positions at the consumer-products giant Unilever Plc. in Mumbai, India. More details about his research and consulting are available at www.satish-nambisan.com.
Mohanbir Sawhney is the McCormick Tribune Professor of Technology and the Director of the Center for Research in Technology & Innovation at the Kellogg School of Management, Northwestern University. He is a widely published expert in the areas of innovation, marketing, and strategy. He has authored several influential articles in publications like the Harvard Business Review and the MIT Sloan Management Review. His contributions to the literature on innovation include concepts like mediated innovation, community-centric innovation, and collaborative innovation with customers in a networked world. He consults with and advises dozens of Global 2000 companies around the world. This is his fourth book.
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Customer Reviews
Most Helpful Customer Reviews
1 of 1 people found the following review helpful
Format:Hardcover
With regard to the term Global Brain, Satish Nambisan and Mohanbir Sawhney refer to "the diverse set of external players that constitute the innovation network for the companies" discussed in this book such as P&G, IBM, Boeing, and Apple]; and Network-centric innovation to describe "the underlying principles of collaborative innovation in such a context." They add that a common theme n their research was their interest in the concept of distributed innovation. That is, "innovation initiatives that are spread across a diverse network of partners." Their vehicle for exploration was the Kellogg Innovation Network (KIN) -- "a forum for senior innovation managers of large companies - affiliated with the Center for Research in Information and Technology that [Sawhney] directs at the Kellogg School of Management. The KIN is an excellent example of the power of the Global Brain in action."
Nambisan and Sawhney carefully organize and present their material within five Parts. During the course of their narrative, they respond to questions such as these:
Why should companies seek innovation externally during a transition from being firm-centric and network-centric?
What are the core principles of network-centric innovation?
What are the four basic models and key elements of network-centric innovation?
How to develop a contingent framework that maps the context for innovation?
Which guidelines can help managers to evaluate the different types of opportunities that are most appropriate to their organization's resources, capabilities, and strategies?
What are the implications of network-centric innovation for the emerging economies?
What are the common trends in various countries' emerging economies?
How to analyze the potential for companies in these countries to "plug into the global brain"?
I especially appreciate Nambisan and Sawhney's provision of dozens of real-world examples that illustrate their key points. For example, in Chapter 5 they examine what they characterize as "the orchestra model" that can take two quite different forms: The Orchestra-Integrator model and the Orchestra-Platform model. With regard to the former, they examine Boeing's 787 Dreamliner project and include Table 5.1 (Pages 96-97) that portrays the project's specific elements of network-centric innovation. With regard to the Orchestra-Platform Model, they examine Salesforce.com and the AppExchange Forum. Figure 5.3 (Pages 110-111) illustrates the elements of its network-centric innovation.
"In both the Integrator and Platform model, the innovation architecture defined by the dominant firm becomes the context for the network partners to innovate...In both cases, the tricky part is to bring together a diverse set of capable partners who are sufficiently committed to the innovation architecture and to orchestrate their activities in a manner that leads to outcomes that are beneficial to all the network members."
After completing their exploration of the Global Brain and "painting a picture of the landscape of network-centric innovation," Nambisan and Sawhney urge their reader to chart her or his own organization's "journey" to position it as a player in the same rich and diverse landscape. "We have a simple mantra for [achieving] this: Think BIG, Start SMALL, Scale FAST."
Bon voyage!
Those who share my high regard for this book are urged to check out two books by Henry Chesbrough, Open Innovation: The New Imperative for Creating and Profiting from Technology and Open Business Models: How to Thrive in the New Innovation Landscape. Also Geoffrey Moore's Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution, Howard Gardner's Five Minds for the Future, Richard Ogle's Smart World: Breakthrough Creativity and the New Science of Ideas, Gary Hamel's The Future of Management, Noel Tichy and Warren Bennis' Judgment: How Winning Managers Make Smart Calls, Steven Feinberg's The Advantage-Makers: How Exceptional Leaders Win by Creating Opportunities Others Don't, and Seeing What's Next: Using Theories of Innovation to Predict Industry Change co-authored by Clayton M. Christensen, Scott D. Anthony, and Erik A. Roth.
Nambisan and Sawhney carefully organize and present their material within five Parts. During the course of their narrative, they respond to questions such as these:
Why should companies seek innovation externally during a transition from being firm-centric and network-centric?
What are the core principles of network-centric innovation?
What are the four basic models and key elements of network-centric innovation?
How to develop a contingent framework that maps the context for innovation?
Which guidelines can help managers to evaluate the different types of opportunities that are most appropriate to their organization's resources, capabilities, and strategies?
What are the implications of network-centric innovation for the emerging economies?
What are the common trends in various countries' emerging economies?
How to analyze the potential for companies in these countries to "plug into the global brain"?
I especially appreciate Nambisan and Sawhney's provision of dozens of real-world examples that illustrate their key points. For example, in Chapter 5 they examine what they characterize as "the orchestra model" that can take two quite different forms: The Orchestra-Integrator model and the Orchestra-Platform model. With regard to the former, they examine Boeing's 787 Dreamliner project and include Table 5.1 (Pages 96-97) that portrays the project's specific elements of network-centric innovation. With regard to the Orchestra-Platform Model, they examine Salesforce.com and the AppExchange Forum. Figure 5.3 (Pages 110-111) illustrates the elements of its network-centric innovation.
"In both the Integrator and Platform model, the innovation architecture defined by the dominant firm becomes the context for the network partners to innovate...In both cases, the tricky part is to bring together a diverse set of capable partners who are sufficiently committed to the innovation architecture and to orchestrate their activities in a manner that leads to outcomes that are beneficial to all the network members."
After completing their exploration of the Global Brain and "painting a picture of the landscape of network-centric innovation," Nambisan and Sawhney urge their reader to chart her or his own organization's "journey" to position it as a player in the same rich and diverse landscape. "We have a simple mantra for [achieving] this: Think BIG, Start SMALL, Scale FAST."
Bon voyage!
Those who share my high regard for this book are urged to check out two books by Henry Chesbrough, Open Innovation: The New Imperative for Creating and Profiting from Technology and Open Business Models: How to Thrive in the New Innovation Landscape. Also Geoffrey Moore's Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution, Howard Gardner's Five Minds for the Future, Richard Ogle's Smart World: Breakthrough Creativity and the New Science of Ideas, Gary Hamel's The Future of Management, Noel Tichy and Warren Bennis' Judgment: How Winning Managers Make Smart Calls, Steven Feinberg's The Advantage-Makers: How Exceptional Leaders Win by Creating Opportunities Others Don't, and Seeing What's Next: Using Theories of Innovation to Predict Industry Change co-authored by Clayton M. Christensen, Scott D. Anthony, and Erik A. Roth.
Format:Hardcover
The idea of the "Global Brain" is not brand-new. However, as India's and China's economies continue to expand, and as their workforces' technical expertise booms, this concept is becoming increasingly important in the business world. Modern companies must tap into ideas, talent and technology from around the globe to stay competitive. Satish Nambisan and Mohanbir Sawhney present a framework for thinking about and using "network-centric innovation" (NCI) in your firm. Although they intend their book to be practical, readers may find it more theoretical. The authors explain their models clearly, using helpful metaphors and anecdotes, but it will be up to you to find a way to implement them. getAbstract recommends this book to executives, research and development professionals, and managers who want to close the gap between "the desire to innovate and the ability to innovate."
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
6 reviews
5 of 5 people found the following review helpful
How to communicate, cooperate, and collaborate effectively in a "flat world"
28 Dec 2007
Format:Hardcover
With regard to the term Global Brain, Satish Nambisan and Mohanbir Sawhney refer to "the diverse set of external players that constitute the innovation network for the companies" discussed in this book such as P&G, IBM, Boeing, and Apple]; and Network-centric innovation to describe "the underlying principles of collaborative innovation in such a context." They add that a common theme n their research was their interest in the concept of distributed innovation. That is, "innovation initiatives that are spread across a diverse network of partners." Their vehicle for exploration was the Kellogg Innovation Network (KIN) -- "a forum for senior innovation managers of large companies - affiliated with the Center for Research in Information and Technology that [Sawhney] directs at the Kellogg School of Management. The KIN is an excellent example of the power of the Global Brain in action."
Nambisan and Sawhney carefully organize and present their material within five Parts. During the course of their narrative, they respond to questions such as these:
Why should companies seek innovation externally during a transition from being firm-centric and network-centric?
What are the core principles of network-centric innovation?
What are the four basic models and key elements of network-centric innovation?
How to develop a contingent framework that maps the context for innovation?
Which guidelines can help managers to evaluate the different types of opportunities that are most appropriate to their organization's resources, capabilities, and strategies?
What are the implications of network-centric innovation for the emerging economies?
What are the common trends in various countries' emerging economies?
How to analyze the potential for companies in these countries to "plug into the global brain"?
I especially appreciate Nambisan and Sawhney's provision of dozens of real-world examples that illustrate their key points. For example, in Chapter 5 they examine what they characterize as "the orchestra model" that can take two quite different forms: The Orchestra-Integrator model and the Orchestra-Platform model. With regard to the former, they examine Boeing's 787 Dreamliner project and include Table 5.1 (Pages 96-97) that portrays the project's specific elements of network-centric innovation. With regard to the Orchestra-Platform Model, they examine Salesforce.com and the AppExchange Forum. Figure 5.3 (Pages 110-111) illustrates the elements of its network-centric innovation.
"In both the Integrator and Platform model, the innovation architecture defined by the dominant firm becomes the context for the network partners to innovate...In both cases, the tricky part is to bring together a diverse set of capable partners who are sufficiently committed to the innovation architecture and to orchestrate their activities in a manner that leads to outcomes that are beneficial to all the network members."
After completing their exploration of the Global Brain and "painting a picture of the landscape of network-centric innovation," Nambisan and Sawhney urge their reader to chart her or his own organization's "journey" to position it as a player in the same rich and diverse landscape. "We have a simple mantra for [achieving] this: Think BIG, Start SMALL, Scale FAST."
Bon voyage!
Nambisan and Sawhney carefully organize and present their material within five Parts. During the course of their narrative, they respond to questions such as these:
Why should companies seek innovation externally during a transition from being firm-centric and network-centric?
What are the core principles of network-centric innovation?
What are the four basic models and key elements of network-centric innovation?
How to develop a contingent framework that maps the context for innovation?
Which guidelines can help managers to evaluate the different types of opportunities that are most appropriate to their organization's resources, capabilities, and strategies?
What are the implications of network-centric innovation for the emerging economies?
What are the common trends in various countries' emerging economies?
How to analyze the potential for companies in these countries to "plug into the global brain"?
I especially appreciate Nambisan and Sawhney's provision of dozens of real-world examples that illustrate their key points. For example, in Chapter 5 they examine what they characterize as "the orchestra model" that can take two quite different forms: The Orchestra-Integrator model and the Orchestra-Platform model. With regard to the former, they examine Boeing's 787 Dreamliner project and include Table 5.1 (Pages 96-97) that portrays the project's specific elements of network-centric innovation. With regard to the Orchestra-Platform Model, they examine Salesforce.com and the AppExchange Forum. Figure 5.3 (Pages 110-111) illustrates the elements of its network-centric innovation.
"In both the Integrator and Platform model, the innovation architecture defined by the dominant firm becomes the context for the network partners to innovate...In both cases, the tricky part is to bring together a diverse set of capable partners who are sufficiently committed to the innovation architecture and to orchestrate their activities in a manner that leads to outcomes that are beneficial to all the network members."
After completing their exploration of the Global Brain and "painting a picture of the landscape of network-centric innovation," Nambisan and Sawhney urge their reader to chart her or his own organization's "journey" to position it as a player in the same rich and diverse landscape. "We have a simple mantra for [achieving] this: Think BIG, Start SMALL, Scale FAST."
Bon voyage!
2 of 2 people found the following review helpful
Tremendous Book
31 Mar 2009
Format:Hardcover|Amazon Verified Purchase
Sawhney & Nambisan are years ahead with this book, which basically explains open innovation, and how it works! The title is poor though, they should rename it "the ultimate Open Innovation book"! Pretentious but accurate! I give it a 5 out of 5!
In all I think they summarized structures for open Innovation, I am sure they will publish many academic articles from their findings, but the real essence of this book is in the first 9 chapters where they explain the variations of open innovation networks.
I really recommend buying this books, especially if you are interested in leveraging network to aid or sustain your innovation pipeline! But bewared it is a long read, and contains many, in my opinion long winded examples, which really help clarify the finer issues for innovation practitioners.
Brian Glassman
Ph.D in Innovation management from Purdue
Innovation Management
Commercialization
Amazon Book Review
See my other Book Reviews at
[...]
In all I think they summarized structures for open Innovation, I am sure they will publish many academic articles from their findings, but the real essence of this book is in the first 9 chapters where they explain the variations of open innovation networks.
I really recommend buying this books, especially if you are interested in leveraging network to aid or sustain your innovation pipeline! But bewared it is a long read, and contains many, in my opinion long winded examples, which really help clarify the finer issues for innovation practitioners.
Brian Glassman
Ph.D in Innovation management from Purdue
Innovation Management
Commercialization
Amazon Book Review
See my other Book Reviews at
[...]
2 of 2 people found the following review helpful
the gobal brain
9 Jun 2008
Format:Hardcover
"The gobal brain" and the models for networks elucidated therein in detail provided an highly interesting theoretical basis for a newly developed IT technology ("collaborative network portal (CNP)") by our start-up company, bv cluster (the Netherlands), dedicated to improve the efficiency/efectiveness of open (R&D) innovation projects in network environments.
It ("The global brain") helped us to identify important dimensions in open R&D projects in network environments. We can use it for improvement of our implementation methodology of this CNP technology. Great stuff for our company and it confirmed that we are on the right track with our approach.
It ("The global brain") helped us to identify important dimensions in open R&D projects in network environments. We can use it for improvement of our implementation methodology of this CNP technology. Great stuff for our company and it confirmed that we are on the right track with our approach.
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