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Beyond the Idea: How to Execute Innovation in Any Organization
The New York Times bestselling authors of Reverse Innovation and How Stella Saved the Farm distill more than a decade of exclusive research into one short, powerful, action-oriented book.
Companies stumble when they imagine that innovation is mostly about ideas. The reality is that ideas are only beginnings. Indeed, even a company with the world's best idea still faces a devilish challenge: it must build the business of tomorrow without endangering the business of today.
Vijay Govindarajan and Chris Trimble are the world's leading authorities on the successful management of innovation. In Beyond the Idea, they distill more than a decade of research and insight into a practical, accessible, read-at-one-sitting handbook that offers invaluable guidance for anyone charged with making innovation happen: executives, managers, consultants, project leaders, and teams.
By offering specific action steps, Beyond the Idea extends the elegant conceptual insights from How Stella Saved the Farm, Govindarajan and Trimble's parable. Beyond the Idea shows exactly how to:
- Build a team with a very particular structure, one that makes it possible to simultaneously build something new and sustain what exists.
- Manage any innovation initiative as a disciplined experiment.
- Implement three distinct models for moving from ideas to action.
Beyond the Idea is an essential book for any business that recognizes that innovation always has been, and always will be, the key to long term growth and vitality.
Companies stumble when they imagine that innovation is mostly about ideas. The reality is that ideas are only beginnings. Indeed, even a company with the world's best idea still faces a devilish challenge: it must build the business of tomorrow without endangering the business of today.
Vijay Govindarajan and Chris Trimble are the world's leading authorities on the successful management of innovation. In Beyond the Idea, they distill more than a decade of research and insight into a practical, accessible, read-at-one-sitting handbook that offers invaluable guidance for anyone charged with making innovation happen: executives, managers, consultants, project leaders, and teams.
By offering specific action steps, Beyond the Idea extends the elegant conceptual insights from How Stella Saved the Farm, Govindarajan and Trimble's parable. Beyond the Idea shows exactly how to:
- Build a team with a very particular structure, one that makes it possible to simultaneously build something new and sustain what exists.
- Manage any innovation initiative as a disciplined experiment.
- Implement three distinct models for moving from ideas to action.
Beyond the Idea is an essential book for any business that recognizes that innovation always has been, and always will be, the key to long term growth and vitality.
192 pages, Hardcover
First published September 10, 2013
26 people are currently reading
314 people want to read
About the author
Vijay Govindarajan
42 books62 followersVijay Govinadrajan is the Earl C. Daum 1924 Professor of International Business at the Tuck School at Dartmouth's Center for Global Leadership.
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Displaying 1 - 20 of 20 reviews
July 16, 2018
This is my 4th book by Govindarajan and Trimble. Here's how they connect: all of the books discuss how to manage innovation, and each approaches it in a different manner.
2010: "The Other Side of Innovation." Their most in-depth book provides step-by-step guidance for managing innovation.
2013: "How Stella Saved the Farm." Provides a narrative description of their ideas in practice. This fable about a struggling farm run by animals is short and approachable, and an excellent introduction to the oeuvre.
2013: "Beyond the Idea." Take the ideas from "The Other Side of Innovation" and manages both to condense them down to a much shorter read AND to include entirely new types of innovation into the mix. Their goal with this book was to create a readable primer on their ideas.
2016: "The Three-Box Solution." Provides a framework for managing innovation while also keeping the "performance engine" that pays your day-to-day bills running smoothly. (This book is the only one not written with Trimble.)
I'm not sure that "Beyond the Idea" functions well without reading at least "The Other Side," but if you've read "The Other Side" then "Beyond the Idea" will feel very redundant. The introduction of types S and R innovation ("S"mall innovation and "R"epeatable innovation) are very useful, though, and really only show up in "Beyond."
2010: "The Other Side of Innovation." Their most in-depth book provides step-by-step guidance for managing innovation.
2013: "How Stella Saved the Farm." Provides a narrative description of their ideas in practice. This fable about a struggling farm run by animals is short and approachable, and an excellent introduction to the oeuvre.
2013: "Beyond the Idea." Take the ideas from "The Other Side of Innovation" and manages both to condense them down to a much shorter read AND to include entirely new types of innovation into the mix. Their goal with this book was to create a readable primer on their ideas.
2016: "The Three-Box Solution." Provides a framework for managing innovation while also keeping the "performance engine" that pays your day-to-day bills running smoothly. (This book is the only one not written with Trimble.)
I'm not sure that "Beyond the Idea" functions well without reading at least "The Other Side," but if you've read "The Other Side" then "Beyond the Idea" will feel very redundant. The introduction of types S and R innovation ("S"mall innovation and "R"epeatable innovation) are very useful, though, and really only show up in "Beyond."
July 28, 2015
This book is about how to execute any innovation in any organisation.And the most important message Beyond the Idea is Innovation execution on unique discipline, its requires time, energy and distinct thinking.
Author differentiated the Innovation and Performance Engine in the following ways. Innovation promises the short term pain for long term gain, but performance engine wants to win now. Innovation requires experimentation and the performance engine demands efficiency. Innovation sometimes fails,but P.E struggles to forgive. This contrast illustrate the first law of the other side of the innovation. Thanks!
Author differentiated the Innovation and Performance Engine in the following ways. Innovation promises the short term pain for long term gain, but performance engine wants to win now. Innovation requires experimentation and the performance engine demands efficiency. Innovation sometimes fails,but P.E struggles to forgive. This contrast illustrate the first law of the other side of the innovation. Thanks!
April 27, 2018
Short and easily readable, with practical advice for successfully executing in different types of innovations, as well as how to manage innovation leaders best.
September 27, 2018
There are sound innovation principmes within though the system for innovation seems overly rigid (which is ironic).
December 31, 2020
Quick read about innovation, I like the detail about special C teams and how they should function and be evaluated
March 5, 2022
The authors warn you there will be no examples and why. Really made for a poker book.
June 8, 2014
THE MAIN IDEA
Organizations are not built for innovation execution they are built for ongoing operational activity. These two activities are generally at odds with one another. To overcome this organizations need to explicitly focus on innovation activities in addition to their regular operational activity.
INTERESTING TIDBIT
One of the co-authors, Chris Trimble, was a submariner in the US Navy before undertaking his academic career.
WHAT YOU REALLY NEED TO KNOW
Depending on the innovation activities to undertaken by an organization, the authors propose three models – for small, repeatable and custom activities – which can be used to help deliver innovation within a larger organizational setting.
THE GENERAL OVERVIEW
In many respects this book is an extension and outgrowth of the author’s earlier work – especially their 2010 book ‘The Other Side of Innovation’ (see our review of that book here). In particular this book serves as a response to the criticism that their earlier work provided one model of innovation that may not have been suitable for all forms of organizational innovation. Their extension of this previous model to cover different types of innovation model is a welcome addition.
Building on their earlier work the two authors propose that innovation within an organization – with its focus on disruption, new thinking, and experimentation – is generally at odds with its overall focus on maintaining operational activity. But, to be successful in the modern world organizations need to be innovative. In order to overcome this tension the authors propose three models for organizations to adopt depending on the types of initiatives that they are pursuing:
a. Model S, for Small initiatives: attempts to squeeze innovation into slivers of slack time. It can deliver a very large number of very small initiatives.
b. Model R, for Repeatable initiatives: attempts to make innovation as repeatable and predictable as possible. It can deliver an ongoing series of similar initiatives, regardless of their size.
c. Model C, for Custom initiatives: is for all initiatives that are beyond limitations of either Model S or Model R.
The key is matching the correct model to the correct type of initiative. And, as the authors point out throughout the book matching incentivization systems to innovation activity as general operational activity and innovative activity demand very different types of work and very different outcomes so how you measure that ought to necessarily be different as well.
Overall this book is a welcome addition to the literature on innovation with some ideas that can very easily be adapted to innovation activity within an organizational setting. A very good book.
Organizations are not built for innovation execution they are built for ongoing operational activity. These two activities are generally at odds with one another. To overcome this organizations need to explicitly focus on innovation activities in addition to their regular operational activity.
INTERESTING TIDBIT
One of the co-authors, Chris Trimble, was a submariner in the US Navy before undertaking his academic career.
WHAT YOU REALLY NEED TO KNOW
Depending on the innovation activities to undertaken by an organization, the authors propose three models – for small, repeatable and custom activities – which can be used to help deliver innovation within a larger organizational setting.
THE GENERAL OVERVIEW
In many respects this book is an extension and outgrowth of the author’s earlier work – especially their 2010 book ‘The Other Side of Innovation’ (see our review of that book here). In particular this book serves as a response to the criticism that their earlier work provided one model of innovation that may not have been suitable for all forms of organizational innovation. Their extension of this previous model to cover different types of innovation model is a welcome addition.
Building on their earlier work the two authors propose that innovation within an organization – with its focus on disruption, new thinking, and experimentation – is generally at odds with its overall focus on maintaining operational activity. But, to be successful in the modern world organizations need to be innovative. In order to overcome this tension the authors propose three models for organizations to adopt depending on the types of initiatives that they are pursuing:
a. Model S, for Small initiatives: attempts to squeeze innovation into slivers of slack time. It can deliver a very large number of very small initiatives.
b. Model R, for Repeatable initiatives: attempts to make innovation as repeatable and predictable as possible. It can deliver an ongoing series of similar initiatives, regardless of their size.
c. Model C, for Custom initiatives: is for all initiatives that are beyond limitations of either Model S or Model R.
The key is matching the correct model to the correct type of initiative. And, as the authors point out throughout the book matching incentivization systems to innovation activity as general operational activity and innovative activity demand very different types of work and very different outcomes so how you measure that ought to necessarily be different as well.
Overall this book is a welcome addition to the literature on innovation with some ideas that can very easily be adapted to innovation activity within an organizational setting. A very good book.
January 7, 2015
"Beyond the Idea" , really a thought-provoking book. Though its speaking about well defined successful strategy for organisations , its simple approach pushed me to know further , beyond last page of this book. (Read few related books). Yes , it has very deep ideas!
* It talks about 3 model for organisation, which can choose any of these to achieve the best i.e, SRC. Simple ( S) , Repeatable (R) and C ( Custom). I felt why is it speaking like an academic book , but it explains well than those. Really !
* "Performance Engine" - rectifying errors and product development ideas are awesome.
* We may have abundant ideas but this book helps to understand prioritise , which is needed , Simple and efficient. It should give a final output as "Product".
* I like this part , " Innovation Leaders evaluated based on an effective disciplined experiments". Its true...
* Dedicated Team and Shared Staff maintenance ... pro's and con's. Author explained well , more which is acceptable by everyone.
Overall , Though its a small book it has plenty of idea catalyst to run successful organisation. Good attempt .... !
Chris TrimbleVijay Govindarajan
* It talks about 3 model for organisation, which can choose any of these to achieve the best i.e, SRC. Simple ( S) , Repeatable (R) and C ( Custom). I felt why is it speaking like an academic book , but it explains well than those. Really !
* "Performance Engine" - rectifying errors and product development ideas are awesome.
* We may have abundant ideas but this book helps to understand prioritise , which is needed , Simple and efficient. It should give a final output as "Product".
* I like this part , " Innovation Leaders evaluated based on an effective disciplined experiments". Its true...
* Dedicated Team and Shared Staff maintenance ... pro's and con's. Author explained well , more which is acceptable by everyone.
Overall , Though its a small book it has plenty of idea catalyst to run successful organisation. Good attempt .... !
Chris TrimbleVijay Govindarajan
March 16, 2015
The authors of this book Vijay Govindarajan and Chris Trimble are the world’s leading authorities on the successful management of innovation. They speak about the Innovation and how it is being done in the industry and where the Managers, Consultant, Project leaders, Employees have to improve themselves to do Innovation. The problem that the companies are facing in getting the Innovation at their work is they think Innovation is a creative Ideas but the Ideas are the beginning for Innovation, actual innovation is executing the creative Ideas.
The authors are clearly explaining the desimilarities of the Performance engine leader and the Innovation executive leader.
They also suggest how the organizations can improve themselves to attain innovation that
1. They have to shift much time to execute their innovative ideas.
2. Change and Innovation are hand in glove, so the organizations must be flexible enough to adapt the changes.
3. Success in the innovation is uncertainty failure is an option.
It is a nice advising book for the people who have fire in their heart to achieve something new and creative.
The authors are clearly explaining the desimilarities of the Performance engine leader and the Innovation executive leader.
They also suggest how the organizations can improve themselves to attain innovation that
1. They have to shift much time to execute their innovative ideas.
2. Change and Innovation are hand in glove, so the organizations must be flexible enough to adapt the changes.
3. Success in the innovation is uncertainty failure is an option.
It is a nice advising book for the people who have fire in their heart to achieve something new and creative.
January 29, 2015
This book gives the new innovations and ideas. It is very creative thinking part while starting a new concern and the ways we adopt to follow it. Innovation comes from two part that are ideas and innovation execution.The ideas are defined as projects.We must give the freedom to think and make way for the employees to implement their new ideas into the project.In this they are three ways to implement new ideas in the concern. a)S-Small- Very initial level of new ideas or innovations must be taken in the company and others should co-operate with the new idea. b)R- Repeatable: Repetability and predictabilty can apply to this process and follow the short term goals , week achievements and then the monthly targets. c)C-Custom: To create Custom designed,dedicated team for each initiative and encourage the team to for a great success. Very nice book i have ever read before.
July 28, 2015
This book is about how to execute any innovation in any organisation.And the most important message Beyond the Idea is Innovation execution on unique discipline, its requires time, energy and distinct thinking.
Author differentiated the Innovation and Performance Engine in the following ways. Innovation promises the short term pain for long term gain, but performance engine wants to win now. Innovation requires experimentation and the performance engine demands efficiency. Innovation sometimes fails,but P.E struggles to forgive. This contrast illustrate the first law of the other side of the innovation. Thanks!
Author differentiated the Innovation and Performance Engine in the following ways. Innovation promises the short term pain for long term gain, but performance engine wants to win now. Innovation requires experimentation and the performance engine demands efficiency. Innovation sometimes fails,but P.E struggles to forgive. This contrast illustrate the first law of the other side of the innovation. Thanks!
July 30, 2014
Good book on innovation. Challenges the notion that innovation is all about "coming up with new ideas". Most companies have an abundant supply of ideas. They struggle going from idea to product/demo/prototype. This occurs because the ideas get dropped into the same "performance engine" companies use for executing product ideas/development. Innovative ideas, ones that are still be discovered, need a different approach.
September 28, 2013
A small book but deep in ideas. Very good because it focus on innovation execution and not on the front end of innovation as many books do. I liked a lot the tips about understanding the different types of projects and using different mindsets and tools according to the uncertainty of each initiative.
October 15, 2013
In the opening it says it recommends reading this with the other books by the author in order to better understand the research behind these ideas. Because I have not yet done that i don't feel like I can clearly review this. That said, my impression without that added bit of knowledge is that the book is a good reminder of the discipline needed to make anything great.
December 12, 2013
Inovation Models: SRC
Resources:
http://www.youtube.com/watch?v=lpicUJ...
http://www.theglobeandmail.com/report...
Resources:
http://www.youtube.com/watch?v=lpicUJ...
http://www.theglobeandmail.com/report...
February 26, 2015
Not a book about generating innovative ideas, but about implementing them in a team context. Geared towards businesses, its insights are also adaptable to voluntary (and other) contexts where teams are involved.
February 14, 2015
The authors have prescribed three models for execution of innovation initiatives in business organizations with detailed illustrations. The book is really useful in understanding the means to transform the ideas to operations.
October 18, 2015
This was one of those books that has a core concept, and then defeats the value in that concept by over-explaining it. It is often contradictory to itself, and offers several suggestions based on real life examples without providing any of those examples.
March 28, 2017
O livro em si é um exercício interessante para gestores de pequenas empresas - ao meu ver. Porém, os autores dão um sobrevôo tão alto na abordagem de temas como "gestão de equipes de inovação", "projetos de inovação", "gestão de projetos" por exemplo, que acabaram perdendo a riqueza e a realidade do tema. A tentativa de ser simples deixou o conteúdo simples de demais.
Os livros anteriores do Vijay foram ótimas leituras, mas este foi uma tentativa positiva, com resultado mediano. Valendo apenas os primeiros capítulos que falam sobre os três modelos de Iniciativas de Inovação.
Os livros anteriores do Vijay foram ótimas leituras, mas este foi uma tentativa positiva, com resultado mediano. Valendo apenas os primeiros capítulos que falam sobre os três modelos de Iniciativas de Inovação.
April 12, 2017
I loved how concise this book was to jump right into the practice of executing innovation. If there were more concrete examples this would have helped explain some of the approaches. Aside from that, Beyond the Idea is a great start to actually achieving innovation in a larger organization.
Displaying 1 - 20 of 20 reviews