The Other Side Of Innovation: Solving The Execution Challenge by Vijay Govindrajan & Chris Trimble
In Summary Vijay Ramachandran
The Other Side Of Innovation: Solving The Execution Challenge
By Vijay Govindrajan & Chris Trimble
Published by Harvard Buisness Review Press.
Rs 695
Two gurus help you avoid the traps, while creating an organization that’s innovative yet predictable.
IN SUMMARY: Czech author Milan Kundera once said that as far as he was concerned business had only two functions—marketing and innovation. But Vijay Govindrajan and Chris Trimble observe that the issue with business organizations is that they are built for efficiency and not innovation.
Most organizations aim for predictable outcomes, results and profits quarter on quarter on quarter. That seems a fair enough goal to aspire for. However, the authors do point that the pressure to get this aspect of the business right converts the entire entity into a “Performance Engine”—the stronger it gets, the healthier a company gets. And this damns the process of innovation—since it’s seldom repeatable or predictable, the two attributes of a good “Performance Engine.”
So how does an organization balance the need for keeping the lights on with fostering innovation? You’ll find a good many ways to answer that in this book.
In a blog post discussing the book, Prof. Govindarajan asks: “Can businesses really change the world?” His reply: “Yes—but only if they adjust.”
Read on for excerpts from reviews of this book from two of your peers who recommend it as heartily as me:
CIO REVIEWS Expand all | Collapse all
MANISH CHOKSI Chief-Corporate Strategy & CIO, Asian Paints
Organizations across the world struggle to constantly innovate whilst trying to meet existing product or customer needs with efficiency. I believe that the fundamental finding of the authors is right on the first page of the preface: “The limits to innovation in large organizations have nothing to do with creativity and nothing to do with technology. They have everything to do with management capability.” It is important for CIOs to realize that successful innovations will need new ideas and good execution. The book walks the reader through a series of case studies mixed with some management paradigms that showcase various facets of how to successfully execute innovation projects. The book also helped me formulate a model for some of the projects that we are working on. The exercises at the end of the book complete the learning. This is a must read for those who want to act as catalysts of change.
SUNEEL ARADHYE CIO, Essar Steel
The need for competitive edge through innovation carries a strong appeal. However, the real challenge lies in execution. This dichotomy in the objectives of today’s organizations makes it difficult to convert ideas into reality. The need for balance and partnership between the two is brought out very well by the authors. Every innovation needs a unique implementation strategy. There is no secret sauce to deal with the challenges; but the simple tools, questionnaires and templates provided by the authors help to make things a lot more structured. While providing case studies from BMW, Infosys, and Dow Jones, the authors have listed myths, traps, and biases that are a great help for CIOs. I was curious when I opened the book; real life examples from global organizations, and compilation of rich experiences and a decade of research by the authors whetted my appetite and made it an interesting read.
