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HBR's 10 Must Reads on Innovation (with featured article “The Discipline of Innovation,” by Peter F. Drucker)

3.79  ·  Rating details ·  257 ratings  ·  11 reviews
NEW from the bestselling HBR’s 10 Must Reads series.
To innovate profitably, you need more than just creativity. Do you have what it takes?

If you read nothing else on inspiring and executing innovation, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you innovate
Paperback, 192 pages
Published March 12th 2013 by Harvard Business Review Press (first published January 1st 2013)
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Em Chainey (Bookowski)
Jan 02, 2016 rated it liked it
Shelves: non-fiction
Kanter's and Drucker's articles was great!

Not bad, not so good at all.
Mar 23, 2018 rated it really liked it  ·  review of another edition
کتابی خوب با ترجمهای غیر روان و نفسگیر. ...more
Jose Papo
Aug 08, 2013 rated it it was amazing
Fantastic collection of classic articles about innovation which were published on HBR. Classic articles from authors like Clayton Christensen, Peter Drucker, Govindarajan, Ulwick, George Day, Rita McGrath, Ian McMillan and others. Strongly recommended!
تنها مشکل کتاب ترجمهی بسیار بد بود بنظر من. ...more
Sérgio Viana
Dec 22, 2019 rated it liked it
Good content but outdated, at the time I read it.
Ezzeddine Jradi
Jan 05, 2018 rated it really liked it
The book present several useful ideas to pay attention to. I liked mostly the aspects that affect motivation and the proposed approaches to promote innovation. The book is an easy read..
Vishal Kale
Apr 04, 2017 rated it it was amazing
The current book under review looks at Innovation; at the end of the book, I can honestly state that I understand not only innovation, but can also apply the concepts contained in the book to my real world experience in the Telecom Trade, and can identify errors and craft a rudimentary path forward which is clearly superior to the ones adopted by either self, or my managers at that point in time. The content has helped clarify some issues, unlearn some concepts; as well as broken new ground by ...more
Oksana Uskova
Apr 11, 2018 rated it really liked it  ·  review of another edition
Shelves: series
Harward Business Review - це журнал про менеджмент, який публікується видавництвом Гарвардського університету з 1922 року. У журналі публікувалися такі люди як: Пітер Друкер, Клейтон М. Крістенсен, Роберт Каплан та багато інших. КМ-Букс видало 10 найкращих статей #hbr, де зібрало добірки на обрані теми. Матеріал поданий легко, наведені статистичні данні та багато реальних кейсів. До кожної статті є короткий конспект "про головне". Додам від себе, що саме це я б хотіла почути в університеті на ...more
Jorge Reyes
Jun 03, 2015 rated it it was amazing  ·  review of another edition

Sobre disciplina e innovación, rompiendo los juicios de valor y prejuicios que generalmente hacen que las empresas o nuevas aventuras fracasen. Excelente investigación y aplicación práctica.
Dec 19, 2015 rated it really liked it
Cracker of a book. The selected articles bring out the multifarious dimensions of innovation and make a case for continuous investment.

In the current viva world, innovation is the insurance for survival. Please study this book carefully.
Hollie Gordon
Nov 01, 2015 rated it liked it
relevant for big corps but not innovation in general
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“The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.” 2 likes
“The problem in both cases can be attributed to poor connections between the greenfield and the mainstream. Indeed, when people operate in silos, companies may miss innovation opportunities altogether. Game-changing innovations often cut across established channels or combine elements of existing capacity in new ways. CBS was once the world’s largest broadcaster and owned the world’s largest record company, yet it failed to invent music video, losing this opportunity to MTV. In the late 1990s, Gillette had a toothbrush unit (Oral B), an appliance unit (Braun), and a battery unit (Duracell), but lagged in introducing a battery-powered toothbrush.” 1 likes
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