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Books > Business & Money > Management & Leadership > Systems & Planning > 1591397588
  1. Ten Rules for Strategic Innovators: From Idea to Execution
    Ten Rules for Strategic Innovators: From Idea to Execution
    Ten Rules for Strategic Innovators: From Idea to Execution
    Ten Rules for Strategic Innovators: From Idea to Execution
    Image(s) provided for illustrative purposes and may differ from the actual product
  2. Ten Rules for Strategic Innovators: From Idea to Execution

    Delivery: 10-20 Working Days
    Customer Ratings (40 reviews)
    Price R871.00

Additional Information

Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. With no proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough to capture them first. But building tomorrow's businesses while simultaneously sustaining excellence in today's demands a delicate balance. It is a mandatory quest, but one that is fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed.The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. "Forget, Borrow, Learn" is every leader's guide to execution in unexplored territory.

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Brand: Harvard Business Review Press
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Harvard Business Review Press
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Most Helpful Customer Reviews

I begin this review with an unorthodox suggestion: Read the last chapter first, Chapter Ten, in which Govindarajan and Trimble explain the "Ten Rules," before reading the Introduction and then the nine chapters which follow. Normally I would not presume to offer this suggestion because, in most business books, the presentation of a given "rule," "lesson," etc. is best understood within a specific context. Indeed, Govindarajan and Trimble provide one for each of their ten "Rules." However, one man's opinion, I think it will be helpful to have at least a sense of the conceptual framework before examining the substance of a cohesive, comprehensive, and cost-effective program within which to formulate appropriate strategies.

Govindarajan and Trimble affirm the value of strategic experiments because they can have high revenue growth potential, focus on emerging or poorly defined industries, test an unproven business model, involve radical departure from existing business,... Read more
Many thanks to Vijay Govindarajan (VG) and Chris Trimble for this grand exposition of ideas first shared in the Spring 2005 California Management Review and the May 2005 Harvard Business Review. VG and Trimble's "Forget, Borrow, Learn" framework is the most powerful recipe for corporate reinvention that I have encountered.

As other Amazon reviewers have skillfully described the contents of this excellent book, I would like to add just two things.

First, as a graduate of the Tuck School of Business, I had the good fortune of encountering VG in the classroom. VG is a dynamic presence who commands attention. If you get a chance to experience VG in person, take it. To get a (very) small taste of what I am talking about, check out VG's video link at Tuck's website.

Second, to learn further from VG, I highly recommend VG's blog. Several of VG's posts are pure gold. For example, in VG's March 10, 2006 post, he puts forth his "three box thinking model,"... Read more
Think about it - with the heightened global competition, you feel that you and your firm have to be constantly running fast and hard in order to stay in place! You have tried "kaizen" or continuous process improvement (a la Toyota or GE), and/or implemented process revolution (not unlike Wal-Mart's supply-chain revolution) and/or revolutionized your product line (not unlike Intel or Gillette) - but, you still see only incremental revenue growth and global competitors are knocking on your door. You worry that you have reached a plateau. How do you super-charge your business for breakthrough growth? Strategic Innovation! Professor Govindarajan (VG) and Chris Trimble systematically dissect the anatomy of Strategic Innovation Process by asking three basic questions: Who is the customer that we are serving? What is the value that we bring to the table? How do we deliver this value? VG and Trimble deconstruct the Strategic Innovation Process into a set of ten rules which trace the process... Read more
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