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The Innovator's Method: Bringing the Lean Start-up into Your Organization [Format Kindle]

Nathan Furr , Jeff Dyer , Clayton M. Christensen

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Présentation de l'éditeur

Have you ever come up with an idea for a new product or service but didn’t take any action because you thought it would be too risky? Or at work, have you had what you thought could be a big idea for your company—perhaps changing the way you develop or distribute a product, provide customer service, or hire and train your employees? If you have, but you haven’t known how to take the next step, you need to understand what the authors call the innovator’s method—a set of tools emerging from lean start-up, design thinking, and agile software development that are revolutionizing how new ideas are created, refined, and brought to market.

To date these tools have helped entrepreneurs, designers, and software developers manage uncertainty—through cheap and rapid experiments that systematically lower failure rates and risk. But many managers and leaders struggle to apply these powerful tools within their organizations, as they often run counter to traditional managerial thinking and practice.

Authors Nathan Furr and Jeff Dyer wrote this book to address that very problem. Following the breakout success of The Innovator’s DNA—which Dyer wrote with Hal Gregersen and bestselling author Clay Christensen to provide a framework for generating ideas—this book shows how to make those ideas actually happen, to commercialize them for success.

Based on their research inside corporations and successful start-ups, Furr and Dyer developed the innovator’s method, an end-to-end process for creating, refining, and bringing ideas to market. They show when and how to apply the tools of their method, how to adapt them to your business, and how to answer commonly asked questions about the method itself, including: How do we know if this idea is worth pursuing? Have we found the right solution? What is the best business model for this new offering? This book focuses on the “how”—how to test, how to validate, and how to commercialize ideas with the lean, design, and agile techniques successful start-ups use.

Whether you’re launching a start-up, leading an established one, or simply working to get a new product off the ground in an existing company, this book is for you.

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Amazon.com: 4.8 étoiles sur 5  57 commentaires
7 internautes sur 7 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A practical description of how to be innovative 9 septembre 2014
Par Tyson - Publié sur Amazon.com
Entrepreneurship and innovation has, to me, always seemed to be more of an idea. Innovation always seemed to be granted to a few geniuses, and their methodologies and tools were available only inside of their heads. Innovator's DNA, the book previous to Innovator's Method, helped me to realize that innovation was not in genes, but in behavioral skills that could be learned over time. While that book helped people to understand how to develop innovative capabilities, The Innovator's Method takes that concept to the next level by providing steps and tools to accomplish repeated innovation within an organization.

In this book, Jeff Dyer (one of the co-authors of Innovator's DNA), and Nathan Furr combine their experience and expertise to provide clear and useable tools to effectively innovate. If you have read Furr's previous book "Nail It Then Scale It", you can see how he draws from those principles described in that book and combines them with Dyer's knowledge regarding developing innovative capabilities. This book breaks all of the common logic of management to provide us "a process by which successful innovators manage the uncertainty of innovation: a process to test and validate a creative insight before wasting resources building and launching a product customers don't actually want."

In a nutshell the process is the following:
1. Generating an insight- pretty much a summary of Innovator's DNA and how it applies to the overall process of innovation
2. Understanding the customer problem- discovering what "job" customers want to get done
3. Nailing a Solution- how to prototype effectively and efficiently
4. Nailing the Business Model
5. Scaling the Business Model

With each of these steps, the authors provide many examples of companies who have applied the principles in the book and have seen success. They also describe specific tools to help companies take each step.

I highly recommend reading this book and applying its principles within your organizations. Innovation is finally becoming an understandable process that can be implemented, thanks to the many authors that have contributed to this "Innovator's Series".
6 internautes sur 6 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 How to use the right tools to test, validate, and commercialize new ideas 20 septembre 2014
Par Robert Morris - Publié sur Amazon.com
According to Nathan Furr and Jeff Dyer, the innovator's method is a process "by which successful innovators manage the uncertainty of innovation - a process to test and validate a creative insight before wasting resources building and launching a product customers don't actually want. We've found that this method is widely used by the most successful innovators in start-ups as well as established companies." Moreover, "Increasingly evidence suggests that our familiar management techniques work poorly when applied to the context of uncertainty...for nailing it - our term for deeply understanding the uncertainty and resolving it well."

Through a process of trial-and-error, initiatives in innovation (whatever their nature and circumstances may be) leave no doubt that validation or invalidation requires a new set of management principles. This book is best viewed as an operations manual to accompany the tools needed to test, validate, and commercialize new ideas. Furr and Dyer also have much of value to say about how to generate those ideas. My own opinion is that innovators today are comparable with medieval alchemists who attempt to convert raw materials into precious metals. Then and now, a crucible is essential and the process Furr and Dyer recommend serves that function.

These are among the dozens of passages of special interest to me:

o Uncertainty (15-23)
o Minimum "awesome" products (33-35 and 111-137)
o Management training and innovation (43-47)
o Building broad and deep expertise (54-58)
o Insights/Hindustan Unilever (67-84)
o Job-to-be-done/customer problems/"five whys" questioning process (85-110)
o Generating solutions/solutions storming (111-116)
o Kinds of prototypes/prototyping at Google (118-132)
o Key components in business models (143-163)
o Peter Thiel (167-169 and 174-175)
o Transition from innovation to execution (187-189)
o Adoption lifecycle and innovation/communication strategies (193-200)
o Applying innovator's method in teams (213-216)
o Disruptive and incremental innovation (221-228)
o Results of innovator's method at Amazon (239-240)

Here are Furr and Dyer's concluding remarks: "Whether you're a leader, a manager, an entrepreneur, or an individual contributor, we know you can apply this method to resolve uncertainty, wherever you face it, whether in internal processes or external innovations, at lower cost and with greater success than ever before. The innovator's method will help you creatively solve problems that you face in both your professional and personal life. Most of all, you can use these tools to learn more quickly than others -- and in this era of uncertainty, speed of learning is the new competitive advantage. We look forward to seeing you use these tools to cross each new finish line first, wherever that may be."

For thousands of years, humans have struggled to fill a need with something that is new or better than what they have. It could be a device like a stirrup or a process like conversion of steam into a source of power. With all due respect to the traditional trial and error process, the fact remains that innovators today need a better method by which to test, evaluate, and commercialize those new ideas that are validated. This process must be much faster and more reliable. There can be no guarantees, of course. No method is infallible unless executed by perfect people.

Obviously, no brief commentary such as mine can possibly do full justice to the wealth of information, insights, and counsel provided by Nathan Furr and Jeff Dyer's in this book but I hope I have at least indicated why I think so highly of it. Their massive research and rigorous analysis of what it reveals are the focus of this book: In terms of testing, validating, and commercializing new ideas, what works, what doesn't...and why.
3 internautes sur 3 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Great for product managers! 6 septembre 2014
Par Joshua Tolman - Publié sur Amazon.com
Format:Format Kindle
As a software product manager, i've read a lot of the different books explaining aspects of product management. This book was the first to bring concepts and teachings from so many of those core books (4 Steps to the Epiphany, Inmates are Running the Asylum, Crossing the Chasm, Business Model Generation and everything Lean, Agile and Innovators Dilemma/Solution/DNA/etc. and more) and stitch them together.

Because it was the first time that I saw all the different concepts, theories, models, etc combined. I could see now how these different books and what they taught fit together. 

I can't tell you how much this REALLY appealed to me! 

Lastly, the cases presented were spot on and add a narrative to the book that makes this an intriguing and enjoyable read beyond the tremendous educational value!
1 internautes sur 1 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 A brilliantly curated collection of inspiring case studies, wrapped with a clear, well written and well organized analysis. 1 février 2015
Par DemocracyDrops - Publié sur Amazon.com
Format:Format Kindle
I must confess that after a couple of chapters I was ready to drop this book. The cross-promotion of related publications and the continuous positioning of “the innovation method” as a standard to-be was just too much noise. I’m a technologist. The sales-pitch was not music to my ears.

But being a relativist at heart, I gave it the benefit of the doubt. I persevered and I’m glad I did.

The wealth of case studies alone justifies the read. In the first three chapters there are three examples that resonated with me: The success in breaking down silos at HUL, the lessons learnt at Budget Traveler from the edition made of crowd-sourced copy, and finally the description of Valve software, the self-organizing flat structure organization.

Chapter 4 was the turning point where I started to get hooked on the reading. In this chapter the focus turns to the customer and to the importance of understanding the job-to-be-done. I particularly liked the suggestion to take the fly-on-the-wall observations to a next level and do role play research. The other tip I took from this chapter was to focus exclusively on one customer group and one of their critical problems at a time. Avoid dispersion.

In Chapter 5 the book starts focusing more on the “how” part of the method and further explores the concepts of Virtual Prototypes and Minimum Awesome Product. Take away tip for me was to look laterally to what other industries are doing, not only to your industry and your competitors.

Chapter 6 talks about Go To market strategies. This is totally out of my area. Possibly the chapter where the authors' efforts to include different aspects of innovation from different domains was most valuable to me.

Chapter 7 digs into pivoting and this was my favourite part of the book. The story of how Pay Pal pivoted their solution over the years, or how Intuit does it so well were really a revelation.

Chapter 8 is about the challenges of scaling a start-up beyond the breaking point, and this is the chapter where my naïve optimism takes over my rational self. The authors do a great job at outlining some of the challenges in scaling and keeping the start-up “feel”. It’s clear that we still don’t have a great model to scale start-ups well. V2MOM is briefly mentioned and there are some anecdotal cases in the world of software which could have equally been included in this chapter. However, according to the authors, falling back to traditional management techniques is inevitable, and the best we can do is manage the transition. I’m still not entirely ready to accept this “inevitability”.

Finally, the last chapter has some very interesting suggestions for individual contributors to prove the value of their innovations. If it worked for Toshiba it can work for you and you can start today.

Overall, even though I don’t think “the method” was a great revelation, it was still a very compelling and interesting book.
A brilliantly curated collection of inspiring case studies, wrapped with a clear, well written and well organized analysis.

The authors can count me in as another 9 for their net promoter score.
1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A very useful resource to find real, actionable insights to put into practice in my business 12 septembre 2014
Par L. Ahola - Publié sur Amazon.com
As an entrepreneur, I recognized in The Innovator's Method many applicable tools to enhance our entrepreneurial efficiency and to focus on processes that increase the likelihood of success.

Although the book covers the innovation process from the beginning (how to generate ideas) to the end (how to scale the business) the following are some of my main take-aways:

The main premise of the book is that not all business problems are the same and therefore they should not be solved the traditional throw-a-lot-of-resources-at-it-and-it-will-get-fixed way. Problems and issues faced by new ventures (either in new in-house projects or in new companies) have inherently a greater level of uncertainty than problems in more established businesses and settings. Because of the nature of uncertain problems, they can be solved much more efficiently through a scientific approach of observing customers and their problems, and carrying out tests with them to see the actual impact of the solution.

I found Ch. 5 particularly useful in the classification of different prototypes and how to measure success in terms of customer reaction. As the authors write, 'building stuff feels like progress,' but in the end, it is only a waste of resources that gives a temporary and false sense of accomplishment unless that 'stuff' is the right thing to build. And in order to know what that 'right stuff' is, one can use the principles and methods outlined in this chapter to conduct tests with customers using different prototypes to answer key questions.

Although much of the material treated in this book I've found in other innovation related books, I feel that The Innovator's Method gives a meaningful discussion on the whole system, giving both 1) a high level view of the process, and 2) a play-by-play on how to go about the different steps of the process.

Overall, a very useful resource to find real, actionable insights to put into practice in my business today.
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