The Innovator's Cookbook: Essentials for Inventing What Is Next
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From bestselling author and Internet pioneer Steven Johnson, an essential book for anyone interested in innovation: the key texts on the topic from a wide range of fields as well as interviews with successful, real-world innovators, prefaced with an original essay from Johnson that draws upon his own experiences as an entrepreneur and author.
In The Innovator's Cookbook, Johnson compiles the best and most influential foundational texts and essays from field leaders including Stewart Brand, Clayton Christensen, Richard Florida, Teresa Amabile, Peter Drucker, Amar Bhide, and many more. New conversations on innovation from Ray Ozzie (former chief software architect at Microsoft), Beth Noveck, Jon Schnur, Katie Salen, Tom Kelley, and Brian Eno are included.
Innovation is today’s buzzword for a reason. The need to push forward, find new paths and new ideas in an ever-evolving world, is a vital part of business, of education, of politics, of our daily lives. Building on the success of Johnson's Where Good Ideas Come From -- one of the most acclaimed business books of 2010 -- The Innovator's Cookbook makes a major new contribution to this vital conversation.
comes to creativity is physical space. It is almost conventional wisdom that creative teams need open, comfortable offices. Such an atmosphere won’t hurt creativity, and it may even help, but it is not nearly as important as other managerial initiatives that influence creativity. Indeed, a problem we have seen time and time again is managers paying attention to creating the “right” physical space at the expense of more high-impact actions, such as matching people to the right assignments and
extremely busy. They are under pressure for results. It is therefore easy for them to let praise for creative efforts—not just creative successes but unsuccessful efforts, too—fall by the wayside. One very simple step managers can take to foster creativity is not to let that happen. The connection to intrinsic motivation here is clear. Certainly, people can find their work interesting or exciting without a cheering section—for some period of time. But to sustain such passion, most people need to
easily tweak that parameter on the profile and have the machine immediately produce another sample. It is important to note that outsourcing product development to customers does not eliminate learning by doing—nor should it. What it does is make traditional product development better and faster—for two reasons. First, a company can bypass the expensive and error-prone effort to understand customer needs in detail. Second, the trial-and-error cycles that inevitably occur during product
level in intentional serendipity. That is an asset that I did see that I respected within the Microsoft environment. And IBM. It’s hard to foster that, and I don’t know of a sustainable model, but it’s helpful. It’s clearly what’s happening in the start-up ecosystem right now. I mean you have base technology improvements that are happening, and you’ve got little tiny tests, that are happening with one, two, three, four people that get angel-funded or not. Anything that can be done, will be done.
because they are disposable. Building 20 raises a question about what are the real amenities. Smart people gave up good heating and cooling, carpeted hallways, big windows, nice views, state-of-the-art construction, and pleasant interior design for what? For sash windows, interesting neighbors, strong floors, and freedom. Many have noticed that young artists flock to rundown industrial neighborhoods, and then a predictable sequence occurs. The artists go there for the low rents and plenty of