Master Innovators
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12 people who have brought the greatest clarity to the field of innovation and their must read books. Based on a great blog post from the Harvard Business Review http://bit.ly/GU7Bnp.

12 people who have brought the greatest clarity to the field of innovation and their must read books. Based on a great blog post from the Harvard Business Review http://bit.ly/GU7Bnp.

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Master Innovators Presentation Transcript

  • 1. MASTERS OF INNOVATION12 people who have brought the greatest clarity to the field ofinnovation, organized alphabetically, based on a great blog post fromthe Harvard Business Review http://bit.ly/GU7Bnp. DESIGNING BETTER BUSINESS
  • 2. Steve Blank • Who he is: A seasoned entrepreneur who lectures at Berkeley and Stanford • Most important lesson: A startup is a "temporary organization searching for a repeatable and scalable business model"—a structured search process maximizes your chances of success.DESIGNING BETTER BUSINESS
  • 3. Clayton Christensen • Who he is: Harvard Business School professor and Innosight co-founder • Most important lesson: Doing everything right can leave a successful organization susceptible to attack from a disruptive innovator who changes the game with a simple, accessible, or affordable solution.DESIGNING BETTER BUSINESS
  • 4. Peter Drucker • Who he is: Legendary management guru and long- time professor at the Claremont Graduate University • His most important innovation lesson: "The customer rarely buys what the company thinks it is selling him." Companies need to take a customer- first perspective to succeed with innovation.DESIGNING BETTER BUSINESS
  • 5. Thomas Alva Edison • Who he is: Legendary innovator, credited with creating the light bulb, phonograph, and other innovations • His most important innovation lesson: "Genius is 1% inspiration and 99% perspiration." If you arent sweating, you arent innovating.DESIGNING BETTER BUSINESS
  • 6. Richard N. Foster • Who he is: McKinseys leading light on innovation for two decades, now serving on a variety of boards (including Innosights) and teaching at the Yale School of Management • His most important innovation lesson: To outperform the market, you have to change at the pace and scale of the market, without losingDESIGNING BETTER BUSINESS
  • 7. Vijay Govindarajan • Who he is: Professor at the Tuck School of Business at Dartmouth • His most important innovation lesson: Existing companies that want to master strategic innovation have to carefully borrow some core capabilities, thoughtfully forget others, and systematically learn some completely new skills.DESIGNING BETTER BUSINESS
  • 8. Bill James • Who he is: Baseball writer, historian, and senior advisor to the Boston Red Sox • His most important innovation lesson: Looking at old data in new ways can highlight counterintuitive patterns that overthrow orthodoxy.DESIGNING BETTER BUSINESS
  • 9. A.G.Lafley • Who he is: Former Chairman and Chief Executive Officer, Procter & Gamble • His most important innovation lesson: Innovation is a process that can be managed and measured; the key to successful innovation is a "consumer is boss" mindset.DESIGNING BETTER BUSINESS
  • 10. Roger Martin • Who he is: Dean of the Rotman School of Management, University of Toronto • His most important innovation lesson: Managers increasingly need to take "ors" and turn them into "ands."DESIGNING BETTER BUSINESS
  • 11. Michael Mauboussin • Who he is: Chief Investment Strategist, Legg Mason • His most important innovation lesson: Breakthrough insight can come from applying lessons from nonobvious fields to your problem.DESIGNING BETTER BUSINESS
  • 12. Rita McGrath • Who she is: Professor at Columbia Business School • Her most important innovation lesson: Your first idea is wrong, so, as quickly as possible, implement a careful plan to learn which of your assumptions are flawed.DESIGNING BETTER BUSINESS
  • 13. Joseph Schumpeter • Who he is: Austrian economist • His most important innovation lesson: "The problem that is usually being visualized is how capitalism administers existing structures, whereas the relevant problem is how it creates and destroys them"; sometimes you have to destroy in order to create.DESIGNING BETTER BUSINESS
  • 14. DESIGNING BETTER BUSINESSABOUT USCongregation Partners is an advisory firm that helps creativecompanies and industries leverage technological disruption to theiradvantage.Visit us at http://www.congregationpartners.com or contacttim@congregationpartners.com.