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Innovator's Guide to Growth: Putting Disruptive Innovation to Work (Harvard Business School Press)
 
 
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Innovator's Guide to Growth: Putting Disruptive Innovation to Work (Harvard Business School Press) (Hardcover)

by Scott D Anthony (Author), Mark W. Johnson (Author), Joseph V. Sinfield (Author), Elizabeth J. Altman (Author)
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Innovator's Guide to Growth: Putting Disruptive Innovation to Work (Harvard Business School Press) + The Innovator's Solution: Creating and Sustaining Successful Growth + Seeing What's Next: Using Theories of Innovation to Predict Industry Change
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Product details

  • Hardcover: 320 pages
  • Publisher: Harvard Business School Press; illustrated edition edition (1 Jun 2008)
  • Language English
  • ISBN-10: 1591398460
  • ISBN-13: 978-1591398462
  • Product Dimensions: 23.6 x 18.3 x 3 cm
  • Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
  • Amazon.co.uk Sales Rank: 257,375 in Books (See Bestsellers in Books)

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Product Description

Review
Both incumbent and new entrant firms will find this title invaluable in showing how to achieve success.
--ILM Edge magazine, December 1, 2008

Product Description
More than a decade ago, Clayton Christensen's breakthrough book The Innovator's Dilemma illustrated how disruptive innovations drive industry transformation and market creation. Christensen's research demonstrated how growth-seeking incumbents must develop the capability to deflect disruptive attacks and seize disruptive opportunities.

In The Innovator's Guide to Growth, Scott Anthony, Mark Johnson, Joseph Sinfield, and Elizabeth Altman take the subject to the next level: implementation. The authors explain how to create this crucial capability for unlocking disruption's transformational power. With a foreword by Christensen, this book provides a set of market-proven tools and approaches to innovation that have been honed through fieldwork with innovative companies like Procter & Gamble, Johnson & Johnson, Pepsi, Intel, Motorola, SAP, and Cisco Systems.

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Front Cover | Copyright | Table of Contents | Excerpt | Index
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3 of 3 people found the following review helpful:
5.0 out of 5 stars The Horticulture of Innovation, 25 Sep 2008
By Robert Morris (Dallas, Texas) - See all my reviews
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The last time I checked, Amazon offers 53,570 books on the subject of innovation in business. So, what do the authors of this book offer that is new? In fact, as I intend to indicate, they offer a great deal and much of the credit must be given to Scott Anthony who is a long-time and close associate of Clayton Christensen's and co-author with him of Seeing What's Next: Using Theories of Innovation to Predict Industry Change. The author of The Innovator's Dilemma and The Innovator's Solution (with Michael E. Raynor), Christensen wrote the Foreword to this volume in which Anthony and his co-authors (Mark Johnson, Joseph Sinfield, and Elizabeth Altman) explain why and how taking "the right steps and putting in place the right structures can allow managers and entrepreneurs to improve significantly their odds of creating profitable growth businesses. This view contrasts with a prevailing stream of thinking that innovation is random and requires creative genius."

This last sentence caught my eye because I have just read a book by Geoff Colvin, Talent Is Overrated: What Really Separates World-Class Performers from Everybody Else. In Chapter Nine, Colvin suggests that two views characterize what most of us know "that just ain't so" about innovation and creativity. "One is that creative ideas come to us in the way a famous one came to Archimedes, in a eureka moment when everything suddenly becomes clear...The other thing we all think we know about creativity is that it can be inhibited by too much knowledge. We often say that someone is `too close to the problem' to see the solution. The broader principle is that if you know too much about a situation, a business, a field of study, then you can't have the flash of insight that is available only to someone unburdened by a lifetime of immersion in the domain." Colvin's repudiation of both views is best revealed within the narrative, in context. His point is, that great innovators (e.g. those who devise disruptive technologies) aren't burdened by knowledge, they're nourished by it. For them (with very rare exception), innovation doesn't strike, it grows. Therefore, innovation requires a culture within which to thrive.

In Chapter 1, the authors identify and then discuss three precursors to innovation: a core business that is in control of its current assets, a game plan for growth, and a mastery of the resource allocation process. "The next seven chapters walk [the reader] through a three-step process (i.e. identify market opportunities, formulate and shape innovative ideas, and take ideas forward) to spot and seize a single opportunity. Keep in mind that the central argument of this book is that there are practical and effective ways by which to buck various trends, such as innovative ideas that never gain traction, once-great companies "topple," large companies that survive tend to underperform relative to the market, and conglomerates that seek to diversify to deliver better returns tend to be worth less than the sum of their parts. Paradoxically, or so it seems to me, innovative thinking requires order, structure, stability, and support (i.e. an infrastructure) so that it has the freedom and flexibility to challenge conventional thinking, the status quo, what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." If Colvin is correct (and I think he is), innovation is a process, not an event. This point reminds me of a scene in Ernest Hemingway's novel The Sun Also Rises, when one of the characters confides that his company went bankrupt. "How did it happen?" someone asks. "Slowly, then suddenly."

After providing a "Disruptive Innovation Model" with a brief explanation (Figure 1-2 on Pages 17-18), the authors carefully organize their material as follows:

Part One: Identify Opportunities (e.g. nonconsumers, overshot customers, and jobs to be done)

Part Two: Formulate and Shape Ideas (e.g. development of disruptive ideas and assessment of a strategy's fit with a pattern)

Part Three: Build the Business (i.e. mastering emergent strategies as well as assembling and managing project teams)

Part Four: Build Capabilities (e.g. "organize to innovate" and formulate innovation metrics)

Then in the final chapter, "Conclusion," the authors review several key points and then briefly discuss ten "key innovation traps" (six that are project-related, such as "Pursuing unattainable perfection," and four that are company-related, such as "Too many lingering projects") and then review a series of lessons to be learned from innovation initiatives at Procter & Gamble. (Note: Those with a keen interest in those initiatives should check out The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation co-authored by A.G. Lafley and Ram Charan.) The authors conclude the chapter with their "Final Words of Wisdom," eight guiding axioms suggested by the extensive research and intensive field work that led to their writing of this book. I especially like #8, "Devil's advocates are abundant, problem solvers are scarce."

Readers will appreciate the authors' brilliant use of reader-friendly devices throughout their narrative, such as check lists of key points and dozens of "Figures," "Tools," and "Tables" which present remarkably abundant information within an easy-to-read graphic. Also at the conclusion of most chapters, "Application Exercises" and "Tips and Tricks" sections that will help readers to take appropriate, effective action on the information and suggestions previously presented. Of special interest to me were there:

Table 2-1, "Summary of constraints on consumption," Page 60
Tool 4-1, "Jobs scoring sheet," Page 106
Figure 4-3, "Identifying opportunities from different starting points," Page 109
Tool 5-1, "The idea Résumé," Page 129
Table 6-1, "Conditions for success," Pages 149-150
Table 6-2, "Disrupt-o-Meter, Pages 156-157
Table 9-1, "innovation challenges and structures," Page 228
Tool 9-1, "Application Exercise: Assessing your innovation environment," Page 239

The authors conclude with these observations: "We believe that the concept of innovation is in transition between a theory of random trial and error and perfectly predictable paint-by-numbers rules. We think of this transitional period as the `era of pattern recognition.' This book described patterns related to spotting opportunities, developing ideas, building businesses, and creating capabilities. Using its tools and frameworks will allow you to see what others cannot [e.g. to `see what's next'], to find order where others find chaos, and to create new growth opportunities again and again." Well said.

I presume to add one other perspective. Think of an innovative organization as a "nursery" where trees thrive and flowers blossom because they are planted in nutrient rich soil and receive constant nurturing. Seedlings are not pulled up "to see how well they're doing." And when necessary, there is pruning to protect growth. Extending the metaphor, the information and counsel the authors of this book provide can help each reader to develop a "green thumb." Producing a harvest is up to you.
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