by Vijay Govindarajan (Get the Book)In this timely book, Tuck School of Business professor Govindarajan and consultant Trimble (coauthors of Reverse Innovation) show how innovation can be used in any business situation. Noting that most companies are built for day-to-day operations rather than for innovation, the authors present strategies for change, deftly detailing three business models that overcome these limitations: model S, for small initiatives; model R, for repeatable initiatives; and model C, for other initiatives. Illustrating their theories with business plans from BMW, Apple, and other companies, the authors point out the potential pitfalls of each approach. Next, they explain how to assemble targeted teams to execute these initiatives: dedicated teams, which are assigned to these ventures full time, or nearly full time; and shared staff, who contribute to these projects while also performing their regular jobs. Govindarajan and Trimble describe how to avoid conflict between the two teams while simultaneously maximizing their output and inspiring their dedication. A final chapter on lessons learned solidifies these action plans. Three appendices deal with strategy, change, and the role of the chief innovation officer (an increasingly popular job title), respectively. Written in an accessible style, this useful book will help companies of any size tackle the task of innovation with relatively little risk. --Publishers Weekly
