How do you know whether a hot technology will succeed or fail? Or where the next big idea will come from? The best answers come not from the popular myths we tell about innovation, but instead from time-tested truths that explain how we've made it this far. This book shows the way. In The Myths of Innovation, bestselling author Scott Berkun takes a careful look at innovation history, including the software and Internet Age, to reveal how ideas truly become successful innovations-truths that people can apply to today's challenges. Using dozens of examples from the history of technology, business, and the arts, you'll learn how to convert the knowledge you have into ideas that can change the world. Why all innovation is a collaborative process How innovation depends on persuasion Why problems are more important than solutions How the good innovation is the enemy of the great Why the biggest challenge is knowing when it's good enough "For centuries before Google, MIT, and IDEO, modern hotbeds of innovation, we struggled to explain any kind of creation, from the universe itself to the multitudes of ideas around us. While we can make atomic bombs, and dry-clean silk ties, we still don't have satisfying answers for simple questions like: Where do songs come from? Are there an infinite variety of possible kinds of cheese? How did Shakespeare and Stephen King invent so much, while we're satisfied watching sitcom reruns? Our popular answers have been unconvincing, enabling misleading, fantasy-laden myths to grow strong." -- Scott Berkun, from the text. "Insightful, inspiring, evocative, and just plain fun to read it's totally great." -- John Seely Brown, former Chief Scientist of Xerox, andDirector, Xerox Palo Alto Research Center (PARe; current Chief of Confusion "Small, simple, powerful: an innovative book about innovation." -- Don Norman, Nielsen Norman Group, Northwestern University; author of Emotional Design and Design of Everyday Things "The naked truth about innovation is ugly, funny, and eye-opening, but it sure isn't what most of us have come to believe. With this book, Berkun sets us free to try to change the world unencumbered with misconceptions about how innovation happens." -- Guy Kawasaki, author of The Art of the Start "Brimming with insights and historical examples, Berkun's book not only debunks widely held myths about innovation but also points the ways toward making your new ideas stick. Even in today's ultra-busy commercial world, reading this book will be time well spent." -- Tom Kelley, GM, IDEO; author of The Ten Faces of Innovation "This book cuts through the hype, analyzes what is essential, and more importantly, what is not. You will leave with a thorough understanding of what really drives innovation." -- Werner Vogels, CTO, Amazon.com "I loved this book. It's an easy-to-read playbook for anyone wanting to lead and manage positive change in their business." -- Frank McDermott, Marketing Manager, EMI Music Scott Berkun knows innovation. A member of the Internet Explorer team at Microsoft from 1994-1999, he is a full-time author at www.scottberkun.com and wrote the 2005 bestseller, The Art of Project Management (O'Reilly). He also teaches creative thinking at the University of Washington.

A revealing, forward-looking examination of the outsize influence Google has had on the changing media Landscape.

Corporate executives are struggling with a new trend: people using online social technologies (blogs, social networking sites, YouTube, podcasts) to discuss products and companies, write their own news, and find their own deals. This groundswell is global, it s unstoppable, it affects every industry and it s utterly foreign to the powerful companies running things now. When consumers you ve never met are rating your company s products in public forums with which you have no experience or influence, your company is vulnerable. In Groundswell, Charlene Li and Josh Bernoff of Forrester, Inc. explain how to turn this threat into an opportunity. Using tools and data straight from Forrester, you ll learn how to: -Evaluate new social technologies as they emerge -Determine how different groups of consumers are participating in social technology arenas -Apply a four-step process for formulating your future strategy -Build social technologies into your business including monitoring your brand value, talking with the groundswell through marketing and PR campaigns, and energizing your best customers to recruit their peers Timely and insightful, this book is required reading for executives seeking to protect and strengthen their company s public image.

Book Description Filled with stories of how Kraft, Procter & Gamble, Safeway, and Samsung have incorporated IDEO's thinking to transform the customer experience, The Ten Faces of Innovation is a guide to nurturing and sustaining a culture of continuous innovation and renewal. From Publishers Weekly Kelley's latest builds on The Art of Innovation, which celebrated the work culture that distinguishes his high-profile, award-winning industrial design firm, IDEO. This book covers much of the same territory, but focuses on the type of worker and team-building rather than the work environment. The authors define 10 personas, including Anthropologists, who contribute insights by observing human behavior; Experimenters, who try new things; Hurdlers, who surmount obstacles; Collaborators, who bring people together and get things done; and Caregivers, who anticipate and meet customer needs. Like its predecessor, the book is breezy and well written, with plenty of self-promotion. Kelley and Littman weave classic and recent stories of business innovation, such as 3M's Scotch tape, Volvo's three-point seatbelts and Netflix's mail-in DVDs, with IDEO's own success stories with clients ranging from the Boston Beer Company, for whom IDEO designed a new Sam Adams tap handle, to Organ Recovery Systems, for whom IDEO helped develop ways to expedite kidney transport. Aspiring business innovators and fans of The Art of Innovation may find further inspiration in this handbook. (Oct. 18) Book Dimension length: (cm)23.8 　　　 　　　　　 　　　　　 width:(cm)15.6

This book introduces design thinking, the collaborative process by which the designer’s sensibilities and methods are employed to match people’s needs with what is technically feasible and a viable business strategy. In short, design thinking converts need into demand. It’s a human-centered approach to problem solving that helps people and organizations become more innovative and creative. Design thinking is not just applicable to so-called creative industries or people who work in the design field. It’s an approach that has been used by organizations such as Kaiser Permanente to increase the quality of patient care by re-examining the ways that their nurses manage shift change or Kraft to rethink supply chain management. This book is for creative business leaders who seek to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.

The Innovator's Dilemma demonstrates why outstanding companies that had their competitive antennae up, listened astutely to customers, and invested aggressively in new technologies still lost their market dominance. Drawing on patterns of innovation in a variety of industries, the author argues that good business practices can, nevertheless, weaken a great firm. He shows how truly important, breakthrough innovations are often initially rejected by customers that cannot currently use them, leading firms to allow their most important innovations to languish. Many companies now face the innovator's dilemma. Keeping close to customers is critical for current success. But long-term growth and profits depend upon a very different managerial formula. This book will help managers see the changes that may be coming their way and will show them how to respond for success. The Management of Innovation and Change Series.

在线阅读本书 Book Description IDEO, the widely admired, award-winning design and development firm that brought the world the Apple mouse, Polaroid's I-Zone instant camera, the Palm V, and hundreds of other cutting-edge products and services, reveals its secrets for fostering a culture and process of continuous innovation. There isn't a business in America that doesn't want to be more creative in its thinking, products, and processes. At many companies, being first with a concept and first to market are critical just to survive. In The Art of Innovation, Tom Kelley, general manager of the Silicon Valley based design firm IDEO, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit. IDEO doesn't buy into the myth of the lone genius working away in isolation, waiting for great ideas to strike. Kelley believes everyone can be creative, and the goal at his firm is to tap into that wellspring of creativity in order to make innovation a way of life. How does it do that? IDEO fosters an atmosphere conducive to freely expressing ideas, breaking the rules, and freeing people to design their own work environments. IDEO's focus on teamwork generates countless breakthroughs, fueled by the constant give-and-take among people ready to share ideas and reap the benefits of the group process. IDEO has created an intense, quick-turnaround, brainstorm-and-build process dubbed "the Deep Dive." In entertaining anecdotes, Kelley illustrates some of his firm's own successes (and joyful failures), as well as pioneering efforts at other leading companies. The book reveals how teams research and immerse themselves in every possible aspect of a new product or service, examining it from the perspective of clients, consumers, and other critical audiences. Kelley takes the reader through the IDEO problem-solving method: > Carefully observing the behavior or "anthropology" of the people who will be using a product or service > Brainstorming with high-energy sessions focused on tangible results > Quickly prototyping ideas and designs at every step of the way > Cross-pollinating to find solutions from other fields > Taking risks, and failing your way to success > Building a "Greenhouse" for innovation IDEO has won more awards in the last ten years than any other firm of its kind, and a full half-hour Nightline presentation of its creative process received one of the show's highest ratings. The Art of Innovation will provide business leaders with the insights and tools they need to make their companies the leading-edge, top-rated stars of their industries. Amazon.com IDEO, the world's leading design firm, is the brain trust that's behind some of the more brilliant innovations of the past 20 years--from the Apple mouse, the Polaroid i-Zone instant camera, and the Palm V to the "fat" toothbrush for kids and a self-sealing water bottle for dirt bikers. Not surprisingly, companies all over the world have long wondered what they could learn from IDEO, to come up with better ideas for their own products, services, and operations. In this terrific book from IDEO general manager Tom Kelley (brother of founder David Kelley), IDEO finally delivers--but thankfully not in the step-by-step, flow-chart-filled "process speak" of most how-you-can-do-what-we-do business books. Sure, there are some good bulleted lists to be found here--such as the secrets of successful brainstorming, the qualities of "hot teams," and, toward the end, 10 key ingredients for "How to Create Great Products and Services," including "One Click Is Better Than Two" (the simpler, the better) and "Goof Proof" (no bugs). But The Art of Innovation really teaches indirectly (not to mention enlightens and entertains) by telling great stories--mainly, of how the best ideas for creating or improving products or processes come not from laboriously organized focus groups, but from keen observations of how regular people work and play on a daily basis. On nearly every page, we learn the backstories of some now-well-established consumer goods, from recent inventions like the Palm Pilot and the in-car beverage holder to things we nearly take for granted--like Ivory soap (created when a P&G worker went to lunch without turning off his soap mixer, and returned to discover his batch overwhipped into 99.44 percent buoyancy) and Kleenex, which transcended its original purpose as a cosmetics remover when people started using the soft paper to wipe and blow their noses. Best of all, Kelley opens wide the doors to IDEO's vibrant, sometimes wacky office environment, and takes us on a vivid tour of how staffers tackle a design challenge: they start not with their ideas of what a new product should offer, but with the existing gaps of need, convenience, and pleasure with which people live on a daily basis, and that IDEO should fill. (Hence, a one-piece children's fishing rod that spares fathers the embarrassment of not knowing how to teach their kids to fish, or Crest toothpaste tubes that don't "gunk up" at the mouth.) Granted, some of their ideas--like the crucial process of "prototyping," or incorporating dummy drafts of the actual product into the planning, to work out bugs as you go--lend themselves more easily to the making of actual things than to the more common organizational challenge of streamlining services or operations. But, if this big book of bright ideas doesn't get you thinking of how to build a better mousetrap for everything from your whole business process to your personal filing system, you probably deserve to be stuck with the mousetrap you already have. 　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　--Timothy Murphy From Publishers Weekly "Routine is the enemy of innovation," declares Kelley, general manager of IDEO, in this lively and practical guide to nurturing that elusive quality in all organizations. Dubbed "Innovation U." by Fortune and lauded as "the world's most celebrated design firm" by Fast Company, IDEO, through its work on over 3,000 new product programs, has developed a system for staying on the creative cutting edge while keeping clients happy. Kelley handily parses the components of this system--understanding the market, observing real-life users, brainstorming new concepts and developing and refining prototypes on a tight schedule to come up with a commercial product--with examples from the development of such pathbreaking products as the original Apple mouse and the Palm Pilot V. Kelley vividly conveys how "hot teams," assembled for specific projects with concrete goals and deadlines, are the foundation of IDEO's performance-based reputation. While he recognizes that not every organization is a hip design firm, Kelley believes that all organizations can gain an edge by innovating; among the successes he cites are Amazon, Igloo, Shoebox Greetings and Sephora. IDEO has learned and profited from maxims like "Fail often to succeed sooner." Many who previously feared change may answer his unpretentious call to "Start by following your customer journey, breaking it down into component elements, and asking yourself how you can deliver a better experience." Illustrations. (Feb.)Forecast: Featured in a half-hour segment of Nightline last year that ranked among the most popular aired on the show, IDEO's culture of innovation has received broad exposure. This well-written, well-organized and energizing guide will be a magnet for more attention, and could have a shot at business bestseller lists. Book Dimension length: (cm)24.3 　　　 　　　　　 　　　　　 width:(cm)16.1

Review “...to give a bullet-point summation of takeaways is to deny the real value of this lovely book.”--Harvard Business Review Product Description Why trying to be the best … competing like crazy … makes you mediocre Every few years a book—through a combination of the author’s unique voice, storytelling ability, wit, and insight—simply breaks the mold. Bill Bryson’s A Walk in the Woods is one example. Richard Feynman’s “Surely You’re Joking, Mr. Feynman!” is another. Now comes Youngme Moon’s Different, a book for “people who don’t read business books.” Actually, it’s more like a personal conversation with a friend who has thought deeply about how the world works … and who gets you to see that world in a completely new light. If there is one strain of conventional wisdom pervading every company in every industry, it’s the absolute importance of “competing like crazy.” Youngme Moon’s message is simply “Get off this treadmill that’s taking you nowhere. Going tit for tat and adding features, augmentations, and gimmicks to beat the competition has the perverse result of making you like everyone else.” Different provides a highly original perspective on what it means to offer something that is meaningfully different—different in a manner that is both fundamental and comprehensive. Youngme Moon identifies the outliers, the mavericks, the iconoclasts—the players who have thoughtfully rejected orthodoxy in favor of an approach that is more adventurous. Some are even “hostile,” almost daring you to buy what they are selling. The MINI Cooper was launched with fearless abandon: “Worried that this car is too small? Look here. It’s even smaller than you think.” These are players that strike a genuine chord with even the most jaded consumers. In fact, almost every success story of the past two decades has been an exception to the rule. Simply go to your computer and compare AOL and Yahoo! with Google. The former pile on feature upon feature to their home pages, while Google is like an austere boutique, dominating a category filled with “extras.”

《创新的10个面孔:打造企业创新力的十种人》作者曾与无数世界级企业并肩作战，参与了众多成功产品的设计咨询以及企业创新文化的建构。他以自身的经验和视角对前述问题一一阐释，使读者理解创新、理解创新文化，进而开拓思维，提升自身的创新能力。当今时代，创新引领发展。如何培育创新能力和创新文化？每个职场人士都渴望得到答案，进而提升自身及企业的创新力。身为创新企业的灵魂人物。

Lawyers. Accountants. Radiologists. Software engineers. That's what our parents encouraged us to become when we grew up. But Mom and Dad were wrong. The future belongs to a very different kind of person with a very different kind of mind. The era of "left brain" dominance, and the Information Age that it engendered, are giving way to a new world in which "right brain" qualities-inventiveness, empathy, meaning-predominate. That's the argument at the center of this provocative and original book, which uses the two sides of our brains as a metaphor for understanding the contours of our times. In the tradition of Emotional Intelligence and Now, Discover Your Strengths , Daniel H. Pink offers a fresh look at what it takes to excel. A Whole New Mind reveals the six essential aptitudes on which professional success and personal fulfillment now depend, and includes a series of hands-on exercises culled from experts around the world to help readers sharpen the necessary abilities. This book will change not only how we see the world but how we experience it as well.

在线阅读本书 Taking the radical position that great companies can fail precisely because they excel at the commonly accepted practices of good management, this work demonstrates why outstanding companies like Xerox, IBM, Sears and DEC had their competitive antennae up, listened to customers, and invested aggressively in new technologies, and still lost their positions of market dominance. And it shows companies today how they can avoid a similar fate. 点击链接进入中文版： 创新者的窘境

Did you know that the most creative companies have centralized bathrooms? That brainstorming meetings are a terrible idea? That the color blue can help you double your creative output? From the best-selling author of "How We Decide "comes a sparkling and revelatory look at the new science of creativity. Shattering the myth of muses, higher powers, even creative "types," Jonah Lehrer demonstrates that creativity is not a single gift possessed by the lucky few. It's a variety of distinct thought processes that we can "all" learn to use more effectively. Lehrer reveals the importance of embracing the rut, thinking like a child, and daydreaming productively, then he takes us out of our own heads to show how we can make our neighborhoods more vibrant, our companies more productive, and our schools more effective. We'll learn about Bob Dylan's writing habits and the drug addiction of poets. We'll meet a bartender who thinks like a chemist, and an autistic surfer who invented an entirely new surfing move. We'll see why Elizabethan England experienced a creative explosion, and how Pixar designed its office space to get the most out of its talent. Collapsing the layers separating the neuron from the finished symphony, "Imagine" reveals the deep inventiveness of the human mind, and its essential role in our increasingly complex world.

在线阅读本书 Book Description In this revolutionary bestseller, Harvard professor Clayton M. Christensen says outstanding companies can do everything right and still lose their market leadership -- or worse, disappear completely. And he not only proves what he says, he tells others how to avoid a similar fate. Focusing on "disruptive technology" -- the Honda Super Cub, Intel's 8088 processor, or the hydraulic excavator, for example -- Christensen shows why most companies miss "the next great wave." Whether in electronics or retailing, a successful company with established products will get pushed aside unless managers know when to abandon traditional business practices. Using the lessons of successes and failures from leading companies, The Innovator's Dilemma presents a set of rules for capitalizing on the phenomenon of disruptive innovation. Find out: * When it is right not to listen to customers. * When to invest in developing lower-performance products that promise lower margins. * When to pursue small markets at the expense of seemingly larger and more lucrative ones. Sharp, cogent, and provocative, The Innovator's Dilemma is one of the most talked-about books of our time -- and one no savvy manager or entrepreneur should be without. Book Dimension length: (cm)19.7 　　　 　　　　　 　　　　　 width:(cm)13.5

Clayton M. Christensen and Michael E. Raynor reveals that innovation is not as unpredictable as most managers have come to believe. A follow-up to the worldwide bestseller, "The Innovator's Dilemma, this groundbreaking book shows managers how to tailor their strategies to the changing circumstances of a dynamic world. 点击链接进入中文版： 创新者的解答

《真希望我20几岁就知道的事》讲述蒂娜教授17岁的儿子即将进入大学，她意识到自己没能教给儿子足够的知识和技巧融入这个社会，取得成功，所以她回忆了自己20岁时想了解的事情——那些可以避免弯路和失败的宝贵经验。她从念神经科学的学生，到管理咨询行业的先锋，到斯坦福管理风险投资和创业项目的主管，职业经历丰富，有非常多可以分享和教授的精彩内容。 她写出了自己半生的职业实践和开战励志课程积累的经验，列出清单，举出大量的“创造性思维”的实例，给了自己的孩子一堂含金量最高的课：创意决定人生，突破规则，才能在千万人中脱颖而出！现在她举出为斯坦福大学、西点军校的学生讲解这门课程，帮助他们更顺利开展职场之路，掘得人生第一桶金。 真希望我20几岁就知道的事(What I Wish I Knew When I Was 20) Major life transitions such as leaving the protected environment of school or starting a new career can be daunting. It is scary to face a wall of choices, knowing that no one is going to tell us whether or not we are making the right decision. There is no clearly delineated path or recipe for success. Even figuring out how and where to start can be a challenge. That is, until now. As executive director of the Stanford Technology Ventures Program, Tina Seelig guides her students as they make the difficult transition from the academic environment to the professional world, providing tangible skills and insights that will last a lifetime. Seelig is an entrepreneur, neuroscientist, and popular teacher, and in What I Wish I Knew When I Was 20 she shares with us what she offers her students—provocative stories, inspiring advice, and a big dose of humility and humor. These pages are filled with fascinating examples, from the classroom to the boardroom, of individuals defying expectations, challenging assumptions, and achieving amazing success. Seelig throws out the old rules and provides a new model for reaching our highest potential. We discover how to have a healthy disregard for the impossible, how to recover from failure, and how most problems are remarkable opportunities in disguise. What I Wish I Knew When I Was 20 is a much-needed book for everyone looking to make their mark on the world.