A long, hard journey – from imagination to impact.”

„The first rule of innovation is simple: Innovation and ongoing operations are always and inevitably in conflict.“ (p 11)

„You can’t ask the group that is in charge of today to also be in charge of tomorrow, because the urgent always squeezes out the important.“ (p 42)

„Organizations are sticky. They struggle to escape the past.“(p 51)

„These pressures to choose insiders can be difficult to resist. Too often, however, settling for insiders is setting for too little.“ (p 54)

„One Dedicated Team we studied decided that it should be fast-moving, creative, and anti-bureaucratic. Naturally, the Performance Engine did not appreciate the implication that it was slow, unoriginal, and rigid. “ (p 63)

„The odds are stacked against you and stacked against innovation. That is why a positive, persuasive and collaborative leadership style… is so important.“ (p 77)

„As innovation leader, one of your critical managerial responsibilities is to learn as the initiative proceeds. If there is a substantial sum of money at stake, the sooner the learning, the better. Initial plans for innovation initiatives are typically riddled with guesswork. As a result, the competitor that wins is really the one with the best initial plans; it is the one that learns the fastest..“ (p 99)

„…learning is the process of turning speculative predictions into reliable predictions.“ (p 102)

„Innovation initiatives  are deliberate departures from the past. They are rarely well served by standard planning processes, standard cost categories, or standard performance metrics. Forcing them into existing systems leads quickly to an emphasis on the wrong kind of information and the wrong kind of analysis.“ (p 110)

„You’d be much better off focusing on what you don’t know by specifically delineating and discussing the assumptions underlying your predictions. This is not typically what we observe. As a rule, businesspeople are infinitely more comfortable discussing data.“ (p 111)

„…it is very easy to substitute the (proven) hypothesis of the existing business for the (unproven) hypothesis of record. This happens for example, when well-known metrics and standards from existing businesses are applied to the new one, or when an argument begins with a statement such as: ‚We have always won when we have done A, B, and C.‘ “ (p 134)

„Qualitative predictions are usually sufficient at early stages. The important questions are: Does the imagined cause-and-effect relationship exist? If so, are we seeing the effect at roughly the magnitude and over roughly the time frame we anticipated?“ (p 136)

The Other Side of Innovation. Solving the Execution Challenge. Vijay Govindarajan, Chris Trimble, 2010, Harvard Business Review Press.

We provide our insights through quotes directly taken from books, articles, videos, info graphs and other media. We do not add, comment or reflect on the topics highlighted or represent the media in its intentions or as a whole. We hope to inspire you to dig deeper, discover and fall in love with your own eureka moments.

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