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Orbit-Shifting Innovation: The Dynamics of Ideas that Create History Paperback – 3 Jan 2014

5.0 out of 5 stars 2 customer reviews

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Product details

  • Paperback: 312 pages
  • Publisher: Kogan Page; 1 edition (3 Jan. 2014)
  • Language: English
  • ISBN-10: 0749468750
  • ISBN-13: 978-0749468750
  • Product Dimensions: 15.6 x 1.7 x 23.4 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (2 customer reviews)
  • Amazon Bestsellers Rank: 2,275,251 in Books (See Top 100 in Books)
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Product description

Review

"Devaiah & Narang's new book is an utterly fresh take on the urgent topic of disruptive innovation. The planetary metaphor of gravity and orbits frames a lively exploration of hidden forces (cultural gravity of arrogance/subservience) and surprising allies (lateral thinking). The authors share an inspiring diversity of first-hand case examples, from cataract surgery to TV quiz shows, and cultural backdrops ranging from Korea to Hindustan. You'll come away not only believing it can be done, but knowing how you can do it." (Tim Ogilvie, CEO, Peer Insight and co-author, Designing for Growth)

"Orbit-shifting Innovation constantly impresses one, as I have never come across an approach that balances ideas and paradigms with such an ease, to successfully confront gravity and discover the Orbit-shifting Idea. Erehwon is leading the way." (Carsten Hallund Slot, VP Corporate Research & Innovation, Arla Foods, Denmark)

"Orbit-shifting Innovation is a pioneering approach that can take diverse groups and introduce new thought paradigms to drive innovation. I have never worked with any other approach that could do this better. It builds the courage to target high value/high risk projects that can disrupt existing markets. I have no hesitation in recommending it for the toughest innovation projects." (Neal Matheson, Chief Technology Officer for the Consumer Products, Johnson & Johnson)

"Orbit-shifting Innovation is a fantastic journey. It took us beyond the boundaries of the industry and turned into a goldmine of refreshing insights and path-breaking ideas." (Michiel Leijnse, Global Brand Director, Water & Innovation, Personal Care Category, Unilever)

"This book has more than just information about some of the greatest inventions and innovations of our time; there is also information on how and why any CEO should strive to create the same. Orbit Shifting Innovation is all about how to become a better business leader and a complete game-changer. It's not easy, that's for sure, but if you're willing to put in the hard work (and this book will almost walk you through it) then you'll definitely be glad that you did." (Samantha Rivera, Readers' Favorite)

Book Description

A fascinating and truly global book on the world of innovation.

It is packed with over 40 unique and original case examples of leading global innovators and innovations, from Apple iPhones to straws that purify water for disaster zones.

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Format: Paperback
An orbit-shifting innovation is among the most disruptive. As Rajiv Narang and Devika Devaiah explain, it happens "when an area that needs transformation meets an innovator with the will and the desire to create, and not follow history. At the heart of an orbit-shifting innovation is the breakthrough that creates a new orbit and achieves a transformative impact." Narang and Devaiah thoroughly examine the entire process, from initial insight to fulfillment and refinement.

They pose a question of special importance to me: "What are the real dynamics of executing an orbit-shifting innovation with as much focus as it takes to conceive it?" This book is their collaborative response to that question and duly acknowledge the valued assistance of their colleagues at Erehwon, a 20-year-old pioneering innovation firm.

So what drives their insights concerning orbit-shifting? They suggest three powerful sources: Hundreds of breakthrough innovation missions in which they have been involved thus far, leadership mindsets that they have studied for more than two decades of working with senior management teams, and direct experience with more than 100 "orbit shifters" that they have identified thus far. In other words, the information, insights, and counsel they provide is experience-driven, evidence-driven, and anchored in real-world business experience, theirs and others'.
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Format: Paperback Verified Purchase
This book highlights what (a) good innovation is and the various stages that the innovation needs to go through to implement it.
It shows where, despite a good start, the application of the usual business processes of 'getting it to market' and beyond undermines the 'orbit shifting' features.
It probably needs a re-read or two for the essential paradigm change to become a bit ingrained into ones thinking.
We are putting it into practice to see what happens.
Reading it we can see where we have struggled in the past. This is mostly due to results not matching expectations during the process and not necessarily due to the quality of the idea itself.
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Most Helpful Customer Reviews on Amazon.com (beta) (May include reviews from Early Reviewer Rewards Program)

Amazon.com: 3.8 out of 5 stars 5 reviews
1.0 out of 5 stars Poorly written marketing brochure with pointless "cases". 4 Jan. 2016
By Jan F Sauer - Published on Amazon.com
Format: Paperback Verified Purchase
I wanted to find new inspiration and methodology but instead I got a poorly written marketing brochure of 278 pages. The book offers no real insights and lists cases but misses digging deeper and explaining its rationale for the cases.
I personally recommend blue ocean strategy or books by IDEO and Illinois institute.
5.0 out of 5 stars 5 stars 2 July 2014
By Evgeny - Published on Amazon.com
Format: Kindle Edition Verified Purchase
Dear authors,

I was appreciated reading this book.

Thank you for your job!
1 of 2 people found the following review helpful
5.0 out of 5 stars Very Thought Provoking Discussion 8 April 2014
By Beth - Published on Amazon.com
Format: Paperback
This is an incredibly dense book that reads more like a textbook so if you're expecting light, motivational business ideas this is not for you. It is also unfortunately printed in rather small text which is packed onto the page with very small margins which can quickly lead to a loss of focus for the reader. Thankfully the chapters are split into smaller sections so it is relatively easy to find your place again when you pause and then pick the book back up.

If you ignore the book's physical shortcomings this is a very thought provoking discussion of innovation and what it means for people and business. It covers topics ranging from healthcare to technology and provides numerous examples of innovation in the world.

If you can keep your focus through the many challenges to reading that this book presents it's really a very good read and well worth the time investment.
0 of 1 people found the following review helpful
5.0 out of 5 stars A Roadmap to Make Innovation Work 4 Mar. 2014
By John Chancellor - Published on Amazon.com
Format: Paperback
Many CEOs dream of their company coming up with a revolutionary new product/service that will be the “next big thing”, create massive success for the company and establish the legacy of the CEO. In theory, this process often involves some eccentric genius working in isolation who stumbles on the newest big innovation.

Rajiv Narang and Devika Nevaiah, authors of Orbit Shifting Innovation, have written a book that dispels the notion about how “orbit shifting innovation” occurs. The first point they make is that additional ideas are not what is needed. Most companies have multiple ideas in the pipeline. But, the vast majority of those ideas are just incremental improvements on existing products/services. If an idea is to be orbit shifting, it must go beyond the boundaries of conventional thinking by examining totally different approaches. According to the authors, “orbit shifting insight is a quest for questions, not a search for answers.”

The book is divided into four parts. Part one presents case studies of dozens of orbit shifting innovations that made history. Part two focuses on the barriers that orbit shifting ideas will encounter. The first barrier is the mindset gravity. As the authors point out, most ideas don’t get killed, they just get diluted. There are plenty of other barriers that orbit shifting ideas encounter – most of them because of the self-interest of employees/divisions that are unwilling to take the risk involved with orbit shifting innovation.

The third part of the book deals with the normal dilution that occurs when an orbit shifting idea moves into the execution stage. There will always be plenty of doubters and gatekeepers whose interest is to protect their own territory. Part four discusses methods for leading through orbit shifting innovation.

The book is based on real world experience of the authors in working with countless companies creating and executing orbit shifting innovation. There are literally dozens of success stories scattered throughout the book. In addition, there are plenty of text boxes “As a CEO think about this” that raises questions for a leader to consider about their own business. There are end notes at the end of each chapter and an extensive reference section at the end of the book.

The authors write in a business/conversational style and it is easy to read/understand. There are plenty of illustrations/charts to help explain the concepts the authors are discussing.

This book will be most valuable to CEOs, and other C-level executives involved in or responsible for the growth/innovation of the company. The book takes a straightforward, business like approach to innovation. If you are committed to helping your company achieve orbit shifting innovation, this will certainly be a valuable addition to your resources.

I was provided a review copy of this book.
1 of 3 people found the following review helpful
5.0 out of 5 stars A brilliant explanation of what orbit-shifting innovation is and how to make it happen 13 Jan. 2014
By Robert Morris - Published on Amazon.com
Format: Paperback
An orbit-shifting innovation is among the most disruptive. As Rajiv Narang and Devika Devaiah explain, it happens "when an area that needs transformation meets an innovator with the will and the desire to create, and not follow history. At the heart of an orbit-shifting innovation is the breakthrough that creates a new orbit and achieves a transformative impact." Narang and Devaiah thoroughly examine the entire process, from initial insight to fulfillment and refinement.

They pose a question of special importance to me: "What are the real dynamics of executing an orbit-shifting innovation with as much focus as it takes to conceive it?" This book is their collaborative response to that question and duly acknowledge the valued assistance of their colleagues at Erehwon, a 20-year-old pioneering innovation firm.

So what drives their insights concerning orbit-shifting? They suggest three powerful sources: Hundreds of breakthrough innovation missions in which they have been involved thus far, leadership mindsets that they have studied for more than two decades of working with senior management teams, and direct experience with more than 100 "orbit shifters" that they have identified thus far. In other words, the information, insights, and counsel they provide is experience-driven, evidence-driven, and anchored in real-world business experience, theirs and others'.

They carefully organize and present their material as follows:

Part 1: Orbit shifts that created history
Part 2: Seeding orbit-shifting innovation
Part 3: Combating dilution in execution
Part 4: Leading orbit-shifting innovation

I agree with Narang and Devaiah that the most valuable insights, those that lead to breakthroughs, do not emerge during a process to generate as many ideas as possible; innovation does not equal ideation. Rather, innovation emerges as boundaries are identified. "This book surfaces our painful realization that most big ideas don't get killed; they just get diluted." That is to say, big ideas are reduced in terms of their potential value and impact.

By nature, orbit-shifts involve significant change. There are always barriers to such change and often cultural in nature, the result of what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." That is to say, big ideas are reduced in terms of their potential threat to the status quo and its defenders.

More often than not, Narang and Devaiah suggest, executing a breakthrough insight is more difficult than formulating it. They also stress the importance of an "out of the box challenge" that requires thinking beyond the given "box" or context. Only then can an orbit-shifting idea be generated.

Over the years, I have been retained to assist with hundreds of innovation initiatives and, with rare exception, the greatest challenge to those involved was to think innovatively about innovation. This is what Albert Einstein had in mind when asserting that problems can't be solved with the same thinking that created them.

Innovative thinking should be sustained in any organization, whatever its size and nature may be, and at all levels and in all areas of the given enterprise. I agree with Narang and Devaiah that this process is best viewed as a never-ending journey - a series of orbit-shifting projects -- rather than limited to any one of them. If a workplace environment is thought of as a greenhouse, potentially big ideas are seedlings that must be carefully nourished...and protected.

When concluding their book, Rajiv Narang and Devika Devaiah observe, "Whether in fiction or reality, the most enduring stories, the ones that excite us the most, are thee ones of orbit shifters, where ordinary people achieve the extraordinary. Where they create history, rather than follow it. Where they show us that there are no impossible dreams or problems, only limited dreamers and problem solvers."

Through human history, there have been thousands of breakthrough ideas and that process will continue in months and years to come. New dreams will pose exciting new opportunities and new problems will present exciting new challenges. We would be well-advised, meanwhile, to keep in mind an astute observation by Richard Dawkins: "Yesterday's dangerous idea is today's orthodoxy and tomorrow's cliché."
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