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How Stella Saved the Farm is a simple parable about making innovation happen. Written by the authors of the New York Times bestselling Reverse Innovation: Create Far From Home, Win Everywhere, Vijay Govindarajan and Chris Trimble. This story resonates in organizations of all types—public sector, private sector, and social sector, from mammoth corporations to small organizations employing just a few dozen people. The parable is about a farm in trouble. Bankruptcy, or the grim prospect of being acquired by a hostile competitor, threaten. The farm succeeds only if the team pulls together and innovates. The main characters in the story—Stella, Deirdre, Bull, Mav, Einstein, Rambo, Maisie, and Andrea—are all like people you know, maybe even yourself. The tale includes an unexpected leadership challenge, an ambitious call to action, a bold idea, countless internal obstacles and conflicts, fears, joys, triumphs, and even a love interest. It's a story that can be enjoyed by anyone. How Stella Saved the Farm delivers eight simple lessons to guide innovation initiatives to success. It prepares business leaders to avoid some of innovation's most toxic myths, teaches how to build the right kind of team, and shows how to learn quickly from experience.
Inspired by George Orwell's Animal Farm and the international bestseller Our Iceberg is Melting, How Stella Saved the Farm is a simple parable about embracing change and managing innovation in difficult times. Bankruptcy, or the grim prospect of being acquired by a hostile human competitor, threatens Windsor Farm. But when a young sheep called Stella comes up with a bold idea, will the other animals be able to respond to her ambitious call to action? Grounded in over a decade of academic research, How Stella Saved the Farm will resonate for organizations of all types, from global corporations to small companies looking to embrace change. With eight simple lessons to guide new initiatives to success, it prepares readers to avoid some of innovation's most toxic myths, how to build the right kind of team, and how to take their business to the next level in a fast-changing world.
The gap between rich nations and emerging economies is closing. As a result, the global dynamics of innovation are changing. No longer will innovations traverse the globe in only one direction, from developed nations to developing ones. They will also flow in reverse. Authors Vijay Govindarajan and Chris Trimble of the Tuck School of Business at Dartmouth explain where, when, and why reverse innovation is on the rise, and why the implications are so profound—for nations, for companies, and for individuals. The authors focus in particular on a traditional pillar of rich-world economic vitality: successful and long-established multinational corporations. All are now seeking explosive growth in emerging economies, and all must learn new tricks in order to succeed. Reverse Innovation shows leaders and senior managers how to make innovation in emerging markets happen, and how such innovations can unlock opportunities throughout the world. The book highlights the tribulations and triumphs of some of the world’s leading companies (including GE, Deere & Company, P&G, and PepsiCo), illustrating exactly what works and what does not. The new reality is that the future lies far from home. Whether you are a CEO, financier, strategist, marketer, scientist, engineer, national policymaker, or even a student forming your career aspirations, reverse innovation is a phenomenon you need to understand. This book will help you do that.
In their first book, Ten Rules for Strategic Innovators, the authors provided a better model for executing disruptive innovation. They laid out a three-part plan for launching high-risk/high-reward innovation efforts: (1) borrow assets from the existing firms, (2) unlearn and unload certain processes and systems that do not serve the new entity, and (3) learn and build all new capabilities and skills. In their study of the Ten Rules in action, Govindarajan and Trimble observed many other kinds of innovation that were less risky but still critical to the company's ongoing success. In case after case, senior executives expected leaders of innovation initiatives to grapple with forces of resistence, namely incentives to keep doing what the company has always done--rather than develop new competence and knowledge. But where to begin? In this book, the authors argue that the most successful everyday innovators break down the process into six manageable steps: 1. Divide the labor 2. Assemble the dedicated team 3. Manage the partnership 4. Formalize the experiment 5. Break down the hypothesis 6. Seek the truth. The Other Side of Innovation codifies this staged approach in a variety of contexts. It delivers a proven step-by-step guide to executing (launching, managing, and measuring) more modest but necessary innovations within large firms without disrupting their bread-and-butter business.
How to Innovate and Execute Leaders already know that innovation calls for a different set of activities, skills, methods, metrics, mind-sets, and leadership approaches. And it is well understood that creating a new business and optimizing an already existing one are two fundamentally different management challenges. The real problem for leaders is doing both, simultaneously. How do you meet the performance requirements of the existing business—one that is still thriving—while dramatically reinventing it? How do you envision a change in your current business model before a crisis forces you to abandon it? Innovation guru Vijay Govindarajan expands the leader’s innovation tool kit with a simple and proven method for allocating the organization’s energy, time, and resources—in balanced measure—across what he calls “the three boxes”: • Box 1: The present—Manage the core business at peak profitability • Box 2: The past—Abandon ideas, practices, and attitudes that could inhibit innovation • Box 3: The future—Convert breakthrough ideas into new products and businesses The three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization. Supported with rich company examples—GE, Mahindra & Mahindra, Hasbro, IBM, United Rentals, and Tata Consultancy Services—and testimonies of leaders who have successfully used this framework, this book solves once and for all the practical dilemma of how to align an organization on the critical but competing demands of innovation.
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. Although they lack a proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough. But constructing tomorrow's businesses while simultaneously sustaining excellence in today's, demands a delicate balance. It is a quest 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. Ten Rules for Strategic Innovators is every leader's guide to execution in unexplored territory.
A new, comprehensive playbook for innovation from the New York Times bestselling author of Reverse Innovation, Vijay Govindarajan In his seminal book The Three-Box Solution, Vijay Govindarajan offered an amazingly simple and highly effective framework for leading innovation: Execute the present core business at peak efficiency (Box 1) Avoid the inhibiting traps of past success (Box 2) Build a future day by day through breakthrough innovations (Box 3) Since the book's publication, companies across the globe have used the three-box framework to great success. Now, along with Manish Tangri, a corporate dealmaker at Intel, Govindarajan goes deeper into the most crucial box of all: creating the future. Together they provide a repeatable process for companies to create new breakthroughs--from ideation through incubation to scaling. Full of worksheets, exercises, tools, and examples, The Three-Box Solution Playbook is the guide you and your team need to drive innovation and growth--and continually revitalize your company.
2021 Axiom Business Book Award Winner in Business Intelligence/Innovation Innovation isn't optional—it's imperative Everyone wants to create new products and services, find new customers and markets, stay ahead of the competition, and work smarter instead of harder. Yet with all the focus and attention on innovation, the term has become an overused buzzword rather than a real, tangible concept. If you want to seriously pursue innovation—you need to strip away the hype. Real innovators need to transcend the existing ideas, rules, and patterns to discover exciting new outcomes. They must step outside the best practice box and get their hands dirty. The spirit of a true innovator is rooted in wanting to do something that has never been done before, to solve problems that have never been solved, and to run through walls and leap over tall buildings to get there. In The Innovator’s Spirit, author Chuck Swoboda—retired chairman and CEO of Cree, a company that fundamentally changed the way people experience light and drove the obsolescence of the Edison light bulb—explains that innovation is fundamentally about people and shows his readers how to develop a mindset of creativity, risk-taking, and hard work. He also instills in them a belief that there is always a better way.
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.
Please note: This is a companion version & not the original book. Sample Book Insights: #1 The author’s father, Marcus, had been the leader of the farm for over 20 years. He was ready to retire, and he decided that Bull was not the right person to succeed him. He wanted to make sure the farm was in good hands for the future. #2 The farm had grown, but it was still small by comparison to other human-run farms. The competition between animal-run and human-run farms was constant, and it was a rivalry of mutual respect. But McGillicuddy, a human who ran the giant operation adjacent to Windsor Farm, had never accepted the modern reality of animals running their own farms. #3 The next week, Marcus met with Deirdre and Bull to help her prepare to take over. She knew that she needed to win over Bull, who was very proud of the farm. She explained that he was needed back at the farm. #4 When Deirdre created a new position for Bull, chief operating officer of the farm, he was thrilled. But he realized that the job was not the same as leading the farm. It was not his dream.