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1 of 1 people found the following review helpful
5.0 out of 5 stars Open Innovation Revolution, 27 April 2011
Innovation is a key skill in business these days. The old business models are struggling in the face of the energy, flexibility and persistence of the internet so companies have to change to survive.

Stefan Lindegaard is a one-man advert for innovation. He has written his book "Open Innovation Revolution" with the aim of answering that single question "What do you do if you are a company that wants to keep things the way they've always been, but recognise that innovation has to occur?"

The key to the answer is to maintain practicality. There is no sense in prescribing a set of processes that is too detailed and impractical to follow. "Open Innovation Revolution". Another fundamental is the need to involve people in your decision making process. You may even get ideas from your competitors, but if the arrangement is mutually beneficial this may not be a problem.

Mr Lindegaard's book is split into three main parts - The Essentials, Roadblocks and Personal Leadership. There are 17 chapters spread over these chapters, arranged in a logical and easy to understand manner. I particularly like the way that there is a re-cap at the end of each chapter to serve as a checklist for things that you might have forgotten. And even if you forget that, there is one final chapter bringing all the bullet points together.

But the nuggets hidden inside this book are the practical examples from companies such as Hewlett Packard and Dell, and realising that innovation is about people working better, harder and more effectively together in order to achieve an aim that might be outside your normal pattern of business. This is a very useful book on innovation that shouldn't be ignored by anyone who has an interest in this important subject.
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1 of 1 people found the following review helpful
4.0 out of 5 stars Excellent Ideas on How to Make Innovation Happen, 30 Jun. 2010
Stefan Lindegaard is recognised as a leading writer and thinker on innovation. In this book he takes on the hot topic of Open Innovation (OI) which he defines as bridging internal and external resources to make innovation happen. The early chapters are excellent. He clearly explains the need for OI and how to approach it. He argues that it is more important to get the right people in place than the right process in place. He shows how to identify and develop the people who drive OI. His sections on why CEOs do not get OI and how to overcome the roadblocks to OI are particularly cogent.

His style is very personal and directive with many first-person comments. There are various interviews and case studies in the book - some are excellent. I like the way he summarises the key takeaways in each chapter.

In the later chapters he diverges from the main subject and covers topics such as knowing your personal values, managing time and polishing your personal brand. This is standard self-help stuff which really does not belong in this book. He returns towards the theme with a chapter on corporate business plan competitions which is packed with useful advice which applies to internal more than open innovation.

The book has many powerful examples, stories, tips and guidelines. Despite the diversions it stands as a valuable and practical addition to your innovation bookshelf.
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