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A radical new method-adapting the latest techniques honed by successful start-ups-for managing innovation in established businesses. Call it "lean start-up," "design thinking," or "agile." No matter the name, it's clear that a new method is revolutionizing how to successfully create, refine, and bring ideas to market-without traditional business planning. But because these ideas and techniques run counter to conventional managerial thinking and practice, managers in established organizations have difficulty implementing them. No longer. Based on field work with thousands of managers and validated inside dozens of companies, innovation experts Nathan Furr and Jeff Dyer show when and how to apply a "lean start-up" approach to innovation in established businesses. The Innovator's Method takes managers through these new practices for managing innovation. With detailed cases from the authors' work implementing these ideas with companies such as Intuit, NEC, P&G, Virgin Airlines, Kia, Folio, Citi, Hallmark, and Verizon, The Innovator's Method picks up where Jeff Dyer's The Innovator's DNA leaves off, showing how to test, validate and commercialize ideas with the lean and agile techniques that successful entrepreneurs use.

Although prior literature argues that product adaption is critical to survival in new or dynamic industries, we have very limited information about the antecedents to product adaptation. This paper focuses on start-up top management teams (TMTs) and explores the impact of different types of preentry experience—preentry experience breadth, depth, and type (entrepreneurial and business experience)—on the likelihood that start-ups adapt their products. The hypotheses are tested among the population of U.S. solar photovoltaic start-ups during a period of industry emergence from 1992 to 2007. The analysis suggests that preentry experience breadth and experience in other dynamic settings (entrepreneurial) increases the ability of start-up TMTs to learn quickly about their environment, thereby increasing the likelihood of product adaptation. By contrast, deep preentry experience in the industry, although valuable in many other ways, can lead to narrow learning that decreases the likelihood of adaptation. These results underscore the importance of preentry experience to product adaptation. The results also underscore the role and patterns of product adaptation in firm, industry, and technology evolution.

"Whether you're starting or running a business, searching for new ideas, or trying to advance in your career, you're likely to grapple with the unknown and unpredictable-every day. Though these moments can be difficult and uncomfortable, they also offer opportunities for personal growth, innovation, and creativity. In The Upside of Uncertainty, INSEAD professor Nathan Furr and entrepreneur Susannah Harmon Furr provide a panoramic guide to transforming uncertainty into a force for good. Drawing from hundreds of interviews, along with pioneering research in psychology, innovation, and behavioral economics, Nathan and Susannah provide over thirty tools for adopting a more positive view of what's happening, developing a vision for what to do next, and opening ourselves up to more and more possibilities. Timely and tactical, The Upside of Uncertainty provides the tools and strategies you need to thrive through life's never-ending plot twists"--

Although the canonical view of technology substitution describes the frequent failure of incumbent firms to adapt to new technologies, research suggests that firms adopt a variety of strategies when faced with a substitution. These include extending the incumbent technology, bridging to the new by creating hybrids of incumbent and threatening technology, and retreating to market niches in which incumbent technologies retain a competitive advantage. Because ex post views can depict such strategies as ineffectual in the face of inevitable substitution, we have a limited view of the impact of these strategies—whether, when, and how technology substitution occurs. In a study of technology substitution in the population of automobile carburetor manufacturers between 1979 and 1992, we find that these "technology counteroffensive" strategies effectively improved product performance, temporarily deferred technology substitution, and contributed to the continued survival of many firms. Significant firm outcome differences result from these strategies. The paper concludes by suggesting both a theory of technology hybrids and an ex ante theory of technology substitution as a complement to the dominant ex post view.

During technological discontinuities, incumbents frequently develop hybrids of competing technical generations. Although some prior work implies that such intergenerational hybrids may be the result of organizational dysfunction, we propose that in some cases hybrids may be sophisticated learning tools that shape organizational adaptation to a technological discontinuity. In this paper, we suggest two mechanisms through which intergenerational hybrids may affect organizational adaptation: spillbacks and spillforwards. In an empirical test among the population of automobile carburetor manufacturers during a technological discontinuity, we observe that organizations developing intergenerational hybrids capture spillback benefits—knowledge spillovers from an emerging technology generation to the current generation. Furthermore, we find that these same organizations also capture spillforwards—spillover benefits from developing higher-performing intergenerational hybrids that improve their product performance in the future technology generation. These results suggest that intergenerational hybrids may be stepping-stones for organizations to learn about and adapt to technology discontinuities.

Innovation capital -- Who you are (and what you can do to improve) -- Who you know (and who to focus on) -- What you are known for (and ways to become known) -- Impression amplifiers: broadcasting, signaling -- Storytelling -- Impression amplifiers: materializing, comparing -- Committing, FOMO -- Innovation leadership: the virtuous innovation -- Leadership cycle -- Building organization-level innovation capital.

Leaders know that their job is to lead transformation to keep pace with technology and an ever-changing business environment. They also know that they are bound to fail doing so. But not because they can't solve a technology or strategy problem. They will fail because of the intractable human problems--fear, habits and routines, politics, the inability to see what doesn't yet exist--associated with change. These challenges are as old as the hills, but what if there were finally a way to transcend them? This book reveals a radical new method for doing just that. Written by the manager who designed and implemented it, the neuroscientist who helped make it work, and the academic who explains why it works and how to do it, Leading Transformation introduces an innovative yet proven process for creating breakthrough change. Broken down into three steps-envisioning the possible, breaking down resistance, and prototyping the future-this process uses cutting edge tools such as science fiction, artifact trails and neuroprototypes to overcome people's inability to conjure up or react to what doesn't yet exist, override powerful habits and routines that prevent people from changing, and create compelling non-linear narratives about the organization's future and how to get there. Used successfully by organizations such as Lowe's, IKEA, Levi's, Microsoft, Google and NASA--with numerous other companies around the world learning how to apply it-the process revealed in this book gives leaders the means to effectively transcend the human barriers that hold organizations back.--

Our purpose is to clarify the microfoundations of performance in dynamic environments. A key premise is that the microfoundational link from organization, strategy, and dynamic capabilities to performance centers on how leaders manage the fundamental tension between efficiency and flexibility. We develop several insights. First, regarding structure, we highlight that organizations often drift toward efficiency, and so balancing efficiency and flexibility comes, counterintuitively, through unbalancing to favor flexibility. Second, we argue that environmental dynamism, rather than being simply stable or dynamic, is a multidimensional construct with dimensions that uniquely influence the importance and ease of balancing efficiency and flexibility. Third, we outline how executives balance efficiency and flexibility through cognitively sophisticated, single solutions rather than by simply holding contradictions. Overall, we go beyond the caricature of new organizational forms as obsessed with fluidity and the simplistic view of routines as the microfoundation of performance. Rather, we contribute a more accurate view of how leaders effectively balance between efficiency and flexibility by emphasizing heuristics-based "strategies of simple rules," multiple environmental realities, and higher-order "expert" cognition. Together, these insights seek to add needed precision to the microfoundations of performance in dynamic environments.