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We're entering a new era of innovation. Learn the strategies of the world's most inventive startups, corporations and scientific institutions.
Today, managers are often told that they must "innovate or die," but are given little useful guidance on how to go about it. Sure, there are many books and articles that champion one approach or another, but till now there has been no effective guide to help executives find their way through the tangled jungle of competing ideas.
In this book you will find:
- A simple-to-use framework for identifying the optimal innovation strategy that is most likely lead to a successful outcome.
- Insights into how the world's top innovators implement their innovation strategies.
- A step-by-step guide to creating your own innovation playbook to win markets and run circles around your competition!
The truth is that there is no one "true path" to innovation, no silver bullets and no shortcuts. There are, however, effective strategies that managers can pursue to dramatically increase their chances of success. Thoroughly researched, backed by original reporting and told through compelling stories of innovative organizations such as Google, IBM, Experian, Argonne National Laboratory and MD Anderson Cancer Center, Mapping Innovation will give managers what they have been looking for, a strategic playbook for navigating a disruptive age.
- Sales Rank: #31355 in Books
- Published on: 2017-05-23
- Original language: English
- Dimensions: 9.20" h x 1.00" w x 6.10" l,
- Binding: Hardcover
- 240 pages
From the Inside Flap
On December 9th, 1968, a research project funded by the US Department of Defense launched a revolution. The focus was not a Cold War adversary or even a resource rich banana republic, but rather to "augment human intellect" and the man driving it was not a general, but a mild mannered engineer named Douglas Engelbart.
His presentation that day, which would be so consequential that it is now called "The Mother of All Demos," demonstrated a new vision that would transform computers from obscure calculating machines that few ever saw to an interactive device for everyday use. Two who were in attendance, Bob Taylor and Alan Kay would go on to work at Xerox's famed research center, PARC, and develop Engelbart's ideas into the Alto, the first truly personal computer. Later, Steve Jobs would take many elements of the Alto to create the Macintosh, which launched with great fanfare in 1984.
In the years that followed, different companies learned different lessons from that particular series of events and pursued widely divergent paths. Apple, quite famously, focused on the end user. IBM's research division, which boasts more Nobel Prize winners than most countries, helps it see 10 or 20 years in to the future. Google, more recently, created its "Google X" division to be its "Moonshot Factory." Others pursue different strategies, such as continually testing a number of small, innovative projects or developing novel business models that can create, deliver or capture value in new and different ways.
With so many paths to innovation--all of which have strong track records of success--which should you pursue? Mapping Innovation offers a simple, but powerful framework, backed by years of research and dozens of interviews, which will help your business develop a strategy to innovate in a competitive marketplace. It explains how, by asking the right questions, you can map the innovation space and define which approach is most likely to solve the specific problems and opportunities you face. In essence, this book enables executives to choose the right tools for the right jobs and build a solid strategy based on sound principles, rather than conjecture.
Mapping Innovation is a "playbook for navigating a disruptive age" that goes inside some of the world's most innovative organizations, such as major corporations like Google, IBM and Experian, major scientific institutions like MD Anderson Cancer Center, and Argonne National Laboratory and startups like Upwork, Tidemark and Bloomreach to identify how they make an impact on the world.
From the Back Cover
"Greg is a talented writer, which comes naturally given his wide-open thinking and overall fantastic strategic perspective that is refreshingly different."
- Suzy Deering Chief Marketing Officer, eBay
"Satell writes brilliant stuff about what it actually takes to design and implement an innovation strategy. It's the kind of stuff I find useful to discuss with my students in my class and the executives I coach."
-Robert Sutton Professor of Business and Engineering at Stanford University IDEO Fellow, Author of Scaling up Excellence, and Weird Ideas That Work
"Innovation in a startup isn't the same as innovation in large company, just as pursuing a fundamental discovery in a scientific lab isn't the same as building an application on top of an initial insight. In Mapping Innovation, Greg Satell helps us make sense of it all and apply the right strategies to the right problems. It's a great read too."Steve Blank, Lecturer - Stanford University and U.C. Berkeley Haas Business School, Author of The Startup Owner's Manual
Greg is a superb blend of integrity, creativity and professionalism. Insightful, responsive and diligent, he always makes sure he gets the facts straight. In my field, where life and death hang in the balance, that's really important and I appreciate it immensely."
-Ron DePinho President, MD Anderson Cancer Center
"Many people write about innovation. Greg Satell is one of my favorites. He combines thorough research and innovative viewpoints with a practical style that makes his work relevant to practitioners. Greg's work has always been an insightful and enjoyable source for my own thinking." -Alex Osterwalder Inventor of the Business Model Canvas and Author of Business Model Generation and Value Proposition Design
Greg Satell has a deep instinct about how innovation and technology are changing business. His unique writing perspective makes us all smarter by his inquiry into the inner workings of the innovation experience. We all learn from his journey of discovery.
-Dr. James Canton Chairman and CEO of the Institute for Global Futures, Advisor to The White House and the National Science And Technology Council, Author of Future Perfect and Extreme Future
"I'm always delighted to read what Greg Satell has to say about business and technology. His insights--which draw from such diverse areas as history and science--are must-reads."
- Samuel Arbesman Research Fellow, The Long Now Foundation, Author of The Half Life of Facts and Overcomplicated
"Greg Satell's writing offers a thought-provoking take on innovation in media, science, and technology, which helps me think more clearly about issues in my business. He is also adept at situating today's challenges in a broader historical context, which makes it a great read too."-Michael Rubenstein President, AppNexus
"I have long been a fan of Greg Satell's writings on innovation, and, for the past five years or so, we have used him as a source of innovation inspiration and good ideas in the joint executive program on Driving Strategic Innovation, that is a partnership between MIT's Sloan School of Management and IMD."
"What sets Greg apart from other observers of the innovation scene is his broad range of vision and references, his practical experience and the effectiveness of his writing. There are few people that I know who can weave these three attributes together as well as Greg has done. I think that he has made a mark on social media and through his Forbes and Harvard Business Review writing that has made him one of the more visible commentators on innovation related issues today, and I would look forward to any innovation-project that he is associated with."
- Bill Fischer Professor of Innovation Management, IMD, Author of Reinventing Giants and The Idea Hunter
"Greg Satell is a thoughtful, insightful and entertaining writer. His articles always make me think. I would read and recommend any book Greg writes." - Saul Kaplan Founder and Chief Catalyst, The Business Innovation Factory, Author, Business Innovation Factory
"Innovation and strategy must be closely intertwined for organisations to succeed, yet they are often treated as two distinct areas. Greg Satell is one of the best thinkers today at the intersection of the two. He has an excellent grasp of the theory involved, and combines it well with his practical experience as a manager and strategist."- Tim Kastelle Associate Professor of Innovation Management, University of Queensland
About the Author
Greg Satell is a the creator of the popular Digital Tonto website. A writer, speaker and consultant, he regularly contributes to Harvard Business Review, Forbes and other media outlets.Formerly, he spent 15 years building media businesses in Eastern Europe and served as the Co-CEO of KP Media in Ukraine, and managing top properties such as Korrespondent, Bigmir and Afisha.He currently lives in Gladwyne, PA with his wife, daughter and dog Spike, who they rescued from the street in Tbilisi.
Most helpful customer reviews
3 of 3 people found the following review helpful.
Think (Broad) Concepts; And Don't Dismiss Because You Think You're Not The Intended Audience
By X. Fossor
To be honest, prior to getting "Mapping Innovation" I didn't think this book was at all in my wheelhouse. But the "Digital Tonto" mention at the bottom of the front cover caught my eye and when I checked it out (it's the author's blog/launch page) I was further intrigued by the author's background (we both worked for a number of years in the same area). So I figured I'd give the book a shot.
Then again, once in hand, I still thought the book wasn't really in my wheelhouse. But I figured I'd read the first few pages and go from there. Thankfully, it grabbed me early on with it's easily accessible style and once I started reading the book was a hard one to put down. To me, this is what makes good authors good: even when the material is a bit esoteric (and/or boring) they can make these complicated subjects understandable and relatable to non-technical or non-professional folks. And Satell does this well.
As I read I realized that while Part I (Chapters 1 & 2) was the most personally interesting, there was much that spoke to me even though I'm not in a "digital space." In fact, I realized that I could (with a bit of "idea massaging") apply this to the field of counseling. Really? Yes; "mapping innovation" is very similar - once you think about it - to the collaborative exercise of the client and counselor in establishing a treatment plan. Not saying the book is a guide to building a treatment plan, but the concepts discussed are worth contemplating when building one; we may not be mapping innovation, but we are building a road map to health. While the "space" various clients occupy might be similar each client is different and needs his/her own innovation map. I really liked the "six principles" Satell discusses in Chapter 7 ("Pursuing Innovation At Scale"). And I really liked (as a model for what the client and counselor seek to accomplish) the IBM Innovation Matrix (also found in Chapter 7).
Perhaps all this "applies to counseling" is a bit of a stretch for you, but it wasn't for me. In other words, while I initially thought I was going to "read and discard" I now think this will stay a part of my professional library.
I guess the moral of the story is to think broadly/strategically regarding this book; though written for the digital space I think the points it makes apply to a far wider audience.
I really liked it. Somewhere between 4-5 stars. So let's round up to 5.
5 stars.
1 of 1 people found the following review helpful.
Back to the basics
By Himri
Innovation is easily the buzzword for companies. If they dont know it, then they are out of business.
We know many interesting stories of how things were invented by accident. Greg Satell in 'Mapping Innovation: A Playbook for Navigating a Disruptive Age' shows how innovation takes a village and more and dispels the myth of lone genius accomplishing it all. He traverses the path penicillin took to discovery from labs to the pharma industry. The author provides the reader, a foundation and conditions that were necessary for the famous inventions. From this he draws what can be used for current situation.
The provided framework is a Matrix of 'Problem Definition' Vs 'Domain Definition' which shows you clearly where your company fits and the kind of innovation it should be targeting. Depending on the kind of innovation you need disruptive, sustaining, breakthrough - there are various options of achieving them. Just this matrix should reveal if your approach to innovation is right for your company and the industry you belong to.
I loved the example of Experian and their Innovation Matrix which explains how Eric Haller made problem solving for customers, rocket into consulting business which feedsback into Experian's capabilities and growth.
With examples like Afisha, Experian and Children's Health, Gregg illuminates how companies can modify their business models to inject organic growth.
Its back to the basics with Business Model Canvas by Osterwalder and Michael Porter's Five Forces Analysis
Three Horizons of Innovation with 70/20/10 lets you have all kinds of innovation instead of having to chose one by allotting time and resources for each. if you are familiar with Googles 20% for your pet project, then you get the drift.
P&G innovation matrix is a surprise with 'open innovation'. IBM and Microsoft examples show the advantages of courting 'open'.
With this orientation, you are well on your way to figure what works for innovation at your company.
1 of 1 people found the following review helpful.
New viewpoints for business innovators to consider
By Just Me
A large part of Mapping Innovation is about the value of scientific research to business innovators. Satell highlights critical parts of innovation that have perhaps received as much focus as they should.
Satell gives many examples, looking at the history of many innovations, both old and new.
In the Introduction, Satell gives this good basic summary: “The purpose of this book is threefold. First, it will help you get a better understanding of innovation by dispelling destructive innovation myths. Innovations don’t happen just because someone comes up with one big idea. It takes many ideas to solve an important problem, and that requires collective effort. Second, the book will give you valuable tools to help you frame the problems that are important to you. As you will see, it is only by framing problems effectively that you can find the approach most likely to solve them. Finally, it will help explain how innovation in the digital age is different from what it was in previous generations. Simply put, technology has given us powerful new tools, and we need to learn how to use them effectively.”
To give you an idea of the topics in the book, here’s the contents, including the subheadings in each chapter:
Introduction: The “Mother of All Demos” (What is innovation?; A new era of innovation)
PART 1: How Innovation Really Happens
CH 1: Innovation is Never a Single Event (Discovering new insights; Engineering new solutions; Transforming industry and society)
CH 2: Innovation is Combination (Darwin and the theory of natural selection; Einstein and his “miracle year”; Watson, Crick, and the discovery of DNA; Why we fail to adapt)
PART 2:Mapping the Innovation Space
CH 3: The Innovation Matrix (The innovation matrix; Building an innovation portfolio; The Experian innovation matrix)
CH 4: Developing New Business Models to Disrupt the Marketplace (The anatomy of a business model; Applying Lean LaunchPad principles to the enterprise; Designing new business models for social good; The business model canvas: a management system for innovating new business models)
CH 5: Opening Up Innovation (The erosion of proprietary advantage; InnoCentive: Linux with a bounty; From research & develop to connect & develop)
CH 6: Innovating the Core – the 70/20/10 Rule (The longstanding struggle to define the core; Innovating in three horizons; Inside Google’s brain; Alphabet’s innovation portfolio)
CH 7: Pursuing Innovation at Scale (IBM’s history of reinvention; IBM’s new era of innovation; IBM’s innovation portfolio)
PART 3: Innovation for the Digital Age
CH 8: Leveraging Platforms to Access Ecosystems (How search costs drive the viability of business models; Ecosystems of talent; Ecosystems of technology; Ecosystems of information; A fundamental change in the basis of competition)
CH 9: A New Era of Innovation (The future of work and the dynamics of teams; Moving from disruption to grand challenges; A new breed of innovation)
Afterword: Building Your Innovation Playbook (The six principles to develop your own innovation playbook)
The afterword all by itself is a worthwhile read.
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