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Turn team members into innovators
Most organizations approach innovation as if it were a sideline activity. Every so often employees are sent to “Brainstorm Island”: an off-site replete with trendy lectures, creative workshops, and overenthusiastic facilitators. But once they return, it’s back to business as usual.
Innovation experts Paddy Miller and Thomas Wedell-Wedellsborg suggest a better approach. They recommend that leaders at all levels become “innovation architects,” creating an ecosystem in which people engage in key innovation behaviors as part of their daily work.
In short, this book is about getting to a state of “innovation as usual,” where regular employees—in jobs like finance, marketing, sales, or operations—make innovation happen in a way that’s both systemic and sustainable.
Instead of organizing brainstorming sessions, idea jams, and off-sites that rarely result in success, leaders should guide their people in what the authors call the “5 + 1 keystone behaviors” of innovation: focus, connect, tweak, select, stealthstorm, (and the + 1) persist:
• Focus beats freedom: Direct people to look only for ideas that matter to the business
• Insight comes from the outside: Urge people to connect to new worlds
• First ideas are flawed: Challenge people to tweak and reframe their initial ideas
• Most ideas are bad ideas: Guide people to select the best ideas and discard the rest
• Stealthstorming rules: Help people navigate the politics of innovation
• Creativity is a choice: Motivate everyone to persist in the five keystone behaviors
Using examples from a wide range of companies such as Pfizer, Index Ventures, Lonza, Go Travel, Prehype, DSM, and others, Innovation as Usual lights the way toward embedding creativity in the DNA of the workplace.
So cancel that off-site. Instead, read Innovation as Usual—and put innovation at the core of your business.
- Sales Rank: #615133 in Books
- Published on: 2013-03-12
- Original language: English
- Number of items: 1
- Dimensions: 8.50" h x 5.75" w x 1.00" l, .80 pounds
- Binding: Hardcover
- 240 pages
Review
“Refreshingly, this book forgoes the usual conceit that its readers are CEOs whose whims translate into immediate impact and aims squarely at ordinary managers…” — New York Observer
“Innovation As Usual: How to Help Your People Bring Great Ideas to Life is a handy resource for business people in leadership positions, its subtitle capturing its value brilliantly. Knowing how to help employees activate great ideas is the essence of what good managers do and the methods for doing it well are passed on in this how-to manual...Together the authors have compiled a concise collection of case studies involving businesses that have managed to make innovation a regular — and lucrative — part of their operations. It distils the wisdom taken from these studies into six points. This level of clarity and focus means you could finish the book in two to three sittings and be ready to mend “choke points” on your company's “creative path” the very next day.” — The Big Issue
“Innovation as Usual is a very useful book for leaders interested in building innovation into the DNA of their organization.” — Research-Technology Management
“Business leaders need to help people working for them to be innovative as part of their daily working lives rather than just during isolated brainstorming events.” — The Future of Business
“The book at first glance seems to be a light-footed management consulting book, you should not be deceived… The last part of the book is full of suggestions that the curious and diligent reader can dig into. It is a book that is solidly grounded and should be required reading for all CEOs who want to maintain their lead.” — Berlingske (Denmark)
“Professor Miller challenges thinking on the importance of innovation within organisations.” — B&T (Australia)
“In 'Innovation as Usual', the authors argue that the art is not to treat innovation as some sort of fashionable accessory but to build it into a company’s culture.” — Sunday Times
“Where Innovation as Usual really cuts through the white noise is that it is fearless in its message (the section on how to kill off ideas is particularly useful). And the message is loud, clear and simple. For innovation to happen in a meaningful way it has to be part of daily work.” — Engineering & Technology Magazine, The Institution of Engineering and Technology
"Miller and Wedell-Wedellsborg are world-class empiricists and diehard pragmatists” — First Friday Book Synopsis (ffbsccn.wordpress.com)
ADVANCE PRAISE for Innovation as Usual:
Vijay Govindarajan, Professor, Tuck School of Business at Dartmouth College; bestselling author, Reverse Innovation—
“This book is about an idea whose time has come. An eminently practical guide on how to convert innovative ideas into commercial success.”
J�rgen Vig Knudstorp, CEO, The LEGO Group—
“Innovation as Usual shows you how to make innovation happen within your team on a regular basis. A rich and fascinating read.”
Jessica Jackley, Cofounder, Kiva; venture partner, Collaborative Fund—
“Innovation as Usual is packed with powerful ideas and practical advice for aspiring innovators. A great guide for people who want to make the world a better place.”
Jacob Holm, President and CEO, Fritz Hansen A/S—
“I’ve been looking for this book for a long time! Innovation as Usual provides an easy-to-implement process on how to organize the innovative instincts of the people in your company.”
Frans Johansson, CEO, The Medici Group; author, The Medici Effect and The Click Moment—
“The authors challenge the notion that innovation cannot happen as part of every leader’s day-to-day responsibilities. It is packed with vivid examples and great tactics to ensure consistent execution of exciting new ideas for any leader within an organization. Great read!”
Joergen Bardenfleth, Strategy Director, Microsoft International; Chairman, Symbion—
“If you are tired of reading about innovation as fluffy stuff and want to create results by doing new things, this is the book for you.”
About the Author
Paddy Miller is a professor at IESE Business School in Barcelona. He has worked with senior executives in organizations such as Nike, Lufthansa, Henkel, Bayer, L’Or�al, Boeing, Citi, and the World Bank, and has led courses at MIT, CEIBS, Harvard, and Darden. Miller is the author of Mission Critical Leadership, and his work on global teams was awarded by the Academy of Management.
Thomas Wedell-Wedellsborg is a partner at The Innovation Architects, a management consulting firm in New York City. He is a frequent speaker at corporate events and has worked with managers in nearly all parts of the globe, including China, India, Russia, Singapore, Britain, France, the United States, and his native country, Denmark. He has founded two start-ups and serves as an adviser to BBC Worldwide Labs.
Most helpful customer reviews
6 of 6 people found the following review helpful.
How and why the healthiest organizations are those in which pursuit of improvement is constant, tenacious, and collaborative.
By Robert Morris
Whatever the given circumstances may be, every improvement begins with an idea and there must be continuous improvement of the process by which those ideas are generated. Also, it is imperative to establish and then sustain a workplace environment within which that process is most likely to flourish. Paddy Miller and Thomas Wedell-Wedellsborg understand all that, of course, and wrote this book to explain how and why the healthiest organizations are those in which pursuit of improvement is constant, tenacious, and collaborative. In those organizations, "every single day, people face [and seize] the opportunity to try something new, to do something different from how they did it yesterday."
In the first chapter, they cite this passage from an HBR article, "The Psychology of Change Management" (June 2003), co-authored by Emily Lawson and Colin Price: "Success depends on [begin italics] persuading [end italics] hundreds or thousands of groups and individuals to change the way they work, a transformation people will accept only if they can be [begin italics] persuaded to think differently [end italics] about their jobs. In effect, CEOs must alter the mind-sets of their employees - no easy task."
We know that most change initiatives either fail or fall far short of original expectations and, more often than not, the greatest resistance is cultural in nature, the result of what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." By nature, innovation - incremental and especially disruptive innovation - requires change. How to create a workplace culture within which innovative thinking and what it produces are most likely to thrive? These are the core behaviors that Miller and Wedell-Wedellsborg recommend: Focus on ideas that matter [really matter] to the business, adopt an open business model that enables people connect to the outside world to find original ideas, tweak and challenge but do nit suppress new ideas, select the best ideas and discard all others, and "stealthstorm" past the politics of innovation. With regard to stealthstorming, it means "to pursue innovation in a manner that is compatible with the existing cultural and political realities of the organization."
These are among the dozens of passages that caught my eye, also listed to suggest the scope of their coverage.
o The Leader as an Architect of Ideas (Pages 4-7)
o The 5+1 Behaviors of Innovation as Usual (12-23)
o Failure to Focus: A Widespread Barrier (39-42)
o Three Ways to Help People Focus (45-54)
o Three Ways to Connect People to the Outside (62-80)
o Two Ways to Help People Make Their Ideas Better (85-108)
o Make Sure Your Testing Is Real (107-108)
o Four Ways to Improve Idea Selection (115-131)
o Stealthstorming: Five Aspects of Corporate Creativity (136-151)
o Two Ways to Foster Persistence (154-171)
As the titles of these and other sections within the narrative correctly suggest, Miller and Wedell-Wedellsborg are world-class empiricists and diehard pragmatists. They are driven by an insatiable curiosity to understand what works, what does, and why, then share what they learn with as many other people as possible. The information, insights, and recommendations in their book provide abundant evidence of that.
In the Epilogue, they provide their final suggestions (make a simple plan now, find a partner, and set up the first meeting before you put down this book), then add: "Most of all, keep it simple. Don't try to involve three or four people. Start with one or, at most two. Including more than a few people creates a need for formally scheduling meetings, which will kill your momentum." All of the Fortune 500 companies (oak trees) were once start-ups (acorns) that began with one or two people...and an idea. For them, innovation was their only hope. What was true then remains true now. The best is yet to come and always will be.
I realize that no brief commentary such as mine can do full justice to the material that Paddy Miller and Thomas Wedell-Wedellsborg provide in this volume but I hope that I have at least suggested why I think so highly of it. Also, I hope that those who read this commentary will be better prepared to determine whether or not they wish to read the book and, in that event, will have at least some idea of how to establish and then sustain a pursuit of improvement that is constant, tenacious, and collaborative, at all levels and in all areas of operation.
3 of 3 people found the following review helpful.
A must read
By Charles Ford
I find that we generally think we should be more innovative or creative, but then everyday work always ends up coming first. We end up putting innovation projects on the back burner while we focus on those things that are within our comfort zone.
This book provides much needed ammunition to help us break out of our cubicles and start creating great ideas in a no-nonsense, realistic and achievable way.
Written with a lethal combination of insight and wit, I would recommend this book to anyone who's looking to choose the road less traveled, but without getting run over along the way.
1 of 1 people found the following review helpful.
Best management book I have ever read
By LarsK
No doubt _the_ best management book I've ever read. Although some of the examples, like Pfizer, are out of my league, the authors manage to draw out the essence which makes it both easier to understand and to implement.
This book doesn't try to sell you some new, wonderful magic drug - it's a compilation of what smart people have written, done and learned, served on a paper platter for you to read, before you - hopefully - change your organisation for the better.
Stop reading silly management literature telling you things like 'creating a workaholic atmosphere is bad' and other 'no s***, Sherlock'-lessons. Instead, dig into this hands on, hands down book.
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