A useful manual for fostering a sustainable culture of change.
How big companies can innovate.
The economist Joseph Schumpeter said companies sow the seeds of their own “creative destruction”—and lose their original purpose—when they innovate. Not so, writes Pisano (Business Administration/Harvard Business School; Science Business: The Promise, the Reality, and the Future of Biotech, 2006, etc.). In this deeply informed book, he describes how large enterprises can succeed at transformative innovation by “systematically creating an innovation strategy, designing an innovation system, and building an innovation culture.” He goes on, “big does not always mean ugly. Scale alone is not an impediment to innovative capacity.” Nor is acquisition the only road to growth. Even so, innovation is hard work, “akin to renovating a home while living in it.” The key is leadership prepared to “exploit” scale; size and age matter far less. Drawing on research and his own consulting experiences, Pisano explains how companies from IBM to Apple have innovated successfully by building their capabilities, identifying unmet customer needs, and working in familiar or unknown terrain, or both, to achieve goals. Driven by his use of vivid examples, the narrative covers the types of innovation, from routine (ready-to-eat salad) to outside the home court (Honda creates HondaJet) to disruptive business model (Uber vs. traditional taxis); details what goes into them; and urges companies to pursue a balanced portfolio of approaches. Especially valuable is the author’s discussion of problems faced by multidivisional companies whose expertise is dispersed in independent silos that prevent them from bringing ideas together to exploit opportunities. Sony, for example, was a consumer electronics leader but lacked capacity for integrating its existing knowledge; Apple beat it in developing portable electronic devices. Pisano also examines DuPont’s invention of Kevlar, intended as a solution to a tire problem but most effective in stopping a bullet. “Kevlar, it turns out, is a great solution to many problems, just not the particular problem DuPont was focused on solving,” he writes.
A useful manual for fostering a sustainable culture of change.Pub Date: Jan. 15, 2019
ISBN: 978-1-61039-877-0
Page Count: 256
Publisher: PublicAffairs
Review Posted Online: Oct. 1, 2018
Kirkus Reviews Issue: Oct. 15, 2018
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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