The term "Innovation" has been used so much in recent years that it's become cliche. Humans have been innovative for over 30,000 years, before the day of the first fire pit. People have always utilized innovation. But now it's is more vocally emphasized in the business realm because of ultra-competitive global market forces, and because we've reached the stage where technology enables change at a more rapid pace. "Innovation" is a Mantra. For lack of better words, creativity, adaptability, and innovation have always been vital. They've always been used by the successful: the winners; the victors. Innovation has always been mandatory. Survival: both literally and figuratively.

Authors Tony Davila, Marc Epstein, and Robert Shelton list 7 rules for innovation. This book uses matrices and tables to detail the different choices and the positives and negatives of choosing these various options. There are three types of innovation: 1) Incremental 2) semi-radical and 3) Radical.

Of the tons of information in this book, some things noted are the case study of the Coca-cola company and it's drop in sales, to Individual employee motivation in the "pay-performance relationship." Why do incentives for employees fail at times? Because they are overused. What can inhibit and actually kill creativity? "Fear, Failure, and Fairness" affect calculated risk taking by individuals, staff-teams, and entire companies. As for Radical Innovation, what is the motivation for radical innovations? That groundbreaking new idea, invention, product, vaccine, or piece of technology? Answer: intrinsic motivation.

One example of the types of innovation is a combination of them, such as in "Ersatz Radical Innovation." Ersatz is when a company (e.g. Apple) combines two forms of semi-radical change to create of successful product that changes an entire industry.

One case study enumerated how a company can focus too much on
innovation and lose site of the goal, such as in the case of Xerox PARC. The creative process must have the crucial ingredient that's equally vital: commercialization. It's a symbiotic relationship. Another very relevant issue discussed is the Outsourcing of Innovation. Which developments should be kept in-house? Which should be shared and outsourced? Innovation is so critical that it can't be outsourced entirely, so partial and selective outsourcing (sharing) is done under the proven concept of "partnering." Innovation is obviously borrowed, and oft-times today, it's outright stolen.

Perhaps a lot of this new focus on "creativity," and "innovation" and "adaptability," and "co-operation" is because of the recent rise of China, India, and other parts of the world. Game Theory's concepts are sprinkled about in this book because Game theory is an underlying and also an explicit element in economics, business, and calculated risk taking. Because of the theoretical and applicable strengths of
Game Theory we see innovation and adaptability + Game Theory.

This book deserves more attention. The writing style is
reader-friendly and keeps your interest. The authors provide
numerous case studies, stats, tables & figures, theory, and
practicality, and specific ways on how to survive and thrive in
today's world. Great book that more people should know about.

We recommend this book to everyone involved in innovation. Whether you're involved as a creative thinker, a promoter of new products, a manager guiding the innovation process or an investor evaluating an innovative company, there's gold here for you. Authors Tony Davila, Marc J. Epstein and Robert Shelton compress a mass of research and experience in innovation practices into a set of rules and guiding principles. Then, they use stories, lucid explanations, charts and careful definitions to illustrate how these principles work. A few of these concepts could have been expanded profitably - for example, how to tell in practice when radical innovation is needed, how to determine if you're innovating too much or too fast, and how to sort out the best ideas without discouraging the creators of the rejected concepts. That's the only caveat; everything else is fascinating and immediately applicable.