I’m an innovator. I’ve been one since I was a kid. Since then, I’ve started a couple of non-profits and four companies, and I’ve advised hundreds of clients on innovation opportunities. I’ve also led the team that created one of the world’s first smartphones. Over the past dozen years, I’ve written four books on the strategy and capabilities of innovation. Innovation is one of the essential characteristics that make us human. It can get the world into trouble, but it does more good than harm on balance. My mission is to make us better at innovation and make the world a better place.
I wrote
The Innovative Leader: Step-By-Step Lessons from Top Innovators For You and Your Organization
I read this book before a job interview with the author, and I kicked myself for not reading his works years earlier. Clay Christensen was a master of making the counter-intuitive simple and compelling and of showing why his theses really matter.
In this book, Clay laid out several of his most important theories—going well beyond the concept of Disruptive Innovation he’s most famous for. He illustrates the concepts with research and anecdotes, and his prose is always a joy to read. For anyone passionate about innovation, this book is simply a must. It’s a guidebook to success.
An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen's work continues to underpin today's most innovative leaders and organizations. A seminal work on disruption--for everyone confronting the growth paradox. For readers of the bestselling The Innovator's Dilemma--and beyond--this definitive work will help anyone trying to transform their business right now. In The Innovator's Solution, Clayton Christensen and Michael Raynor expand on the idea of disruption, explaining how companies can and should become disruptors themselves. This classic work shows just how timely and relevant these ideas continue to be in today's hyper-accelerated business environment. Christensen and Raynor give advice…
Sometimes, the most powerful stories are ones that are compellingly proven by history. In this book, Johnson uses a broad range of historical examples—the flush toilet, the pencil, evolution, and so many more—to show a clear pattern of how revolutionary ideas get their start.
His key theses are straightforward, like how ideas often start as a slow hunch that gradually gathers momentum and seemingly suddenly becomes full-fledged. They’re well-proven by his examples. But even if you didn’t terribly care about the principles he puts forward, you’d just love the vivid, elegant writing. It’s a wonderful read.
A fascinating deep dive on innovation from the New York Times bestselling author of How We Got To Now and Unexpected Life
The printing press, the pencil, the flush toilet, the battery--these are all great ideas. But where do they come from? What kind of environment breeds them? What sparks the flash of brilliance? How do we generate the breakthrough technologies that push forward our lives, our society, our culture? Steven Johnson's answers are revelatory as he identifies the seven key patterns behind genuine innovation, and traces them across time and disciplines. From Darwin and Freud to the halls of…
As a strategy consultant for over two decades, let me tell you: the world is full of bad strategy. This book lays out so clearly what makes bad strategy bad, as well as what good strategy consists of. Rumelt uses examples from business, of course, but he goes far beyond that realm, too.
The book opens with a description of how Admiral Horatio Nelson defeated Napoleon’s forces in the Battle of Trafalgar. Rumelt, a Professor at UCLA, gives recommendations that are specific, tied to examples, and actionable. I walked away with a clear set of takeaways and wonderful stories to back them up.
When Richard Rumelt's Good Strategy/Bad Strategy was published in 2011, it immediately struck a chord, calling out as bad strategy the mish-mash of pop culture, motivational slogans and business buzz speak so often and misleadingly masquerading as the real thing.
Since then, his original and pragmatic ideas have won fans around the world and continue to help readers to recognise and avoid the elements of bad strategy and adopt good, action-oriented strategies that honestly acknowledge the challenges being faced and offer straightforward approaches to overcoming them. Strategy should not be equated with ambition, leadership, vision or planning; rather, it is…
The world is full of great ideas that don’t catch on. Indoor plumbing, for example, took about 2,500 years to become popular. Others, like radio, catch fire seemingly overnight. Why? Rogers produced the seminal work on this topic, which has now gone through five editions of updates.
He sets out clear patterns of how innovations get taken up—or struggle to. He delves into many examples to prove his points, and he always makes the reader think. Before you focus on your wonderful idea, think about what will make the idea be accepted quickly by the marketplace. As Rogers shows, that will save you vast amounts of work down the road.
Now in its fifth edition, Diffusion of Innovations is a classic work on the spread of new ideas.
In this renowned book, Everett M. Rogers, professor and chair of the Department of Communication & Journalism at the University of New Mexico, explains how new ideas spread via communication channels over time. Such innovations are initially perceived as uncertain and even risky. To overcome this uncertainty, most people seek out others like themselves who have already adopted the new idea. Thus the diffusion process consists of a few individuals who first adopt an innovation, then spread the word among their circle…
Perhaps you read this one in school, but most haven’t revisited the work since. I urge you to do so! People passionate about innovation need to keep humans foremost in their minds, not the machines (of any sort) that they create.
Huxley’s tale is famous because it’s both simple and profound. It’s also remarkably prophetic. As we focus intently on creating the new, this book reminds us of the bigger picture and calls into question the overall endeavor.
Early in my career, I was responsible for one of the world’s first smartphones. It was a wonderful achievement. But this book makes me think twice about whether I should be so proud.
**One of the BBC's 100 Novels That Shaped Our World**
EVERYONE BELONGS TO EVERYONE ELSE. Read the dystopian classic that inspired the hit Sky TV series.
'A masterpiece of speculation... As vibrant, fresh, and somehow shocking as it was when I first read it' Margaret Atwood, bestselling author of The Handmaid's Tale.
Welcome to New London. Everybody is happy here. Our perfect society achieved peace and stability through the prohibition of monogamy, privacy, money, family and history itself. Now everyone belongs.
You can be happy too. All you need to do is take your Soma pills.
Successful innovation ultimately comes down to people. Are they inspired? Aligned? Are decisions correct and clear? Is the culture appropriate? In my 25 years as an innovator, I’ve found that these factors make the biggest difference.
My most recent book distills what makes a leader both an innovator in their own right and a person who catalyzes innovation in their organization, no matter their current seniority or function. My co-authors and I didn’t just distill our own experiences. We interviewed 50 great innovative leaders—from Satya Nadella of Microsoft to the heads of Levi’s and Panera —and innovators in schools, successful entrepreneurs, and more. The book lays out in detail the four steps they follow to be great.
I come by my interest in history and the years before, during, and after the Second World War honestly. For one thing, both my father and my father-in-law served as pilots in the war, my father a P-38 pilot in North Africa and my father-in-law a B-17 bomber pilot in England. Their histories connect me with a period I think we can still almost reach with our fingertips and one that has had a momentous impact on our lives today. I have taken that interest and passion to discover and write true life stories of the war—focusing on the untold and unheard stories often of the “Average Joe.”
October 24, 1944, is not a day of national remembrance. Yet, more Americans serving in World War II perished on that day than on any other single day of the war.
The narrative of No Average Day proceeds hour by hour and incident by incident while focusing its attention on ordinary individuals—clerks, radio operators, cooks, sailors, machinist mates, riflemen, and pilots and their air crews. All were men who chose to serve their country and soon found themselves in a terrifying and otherworldly place.
No Average Day reveals the vastness of the war as it reaches past the beaches in…
October 24, 1944, is not a day of national remembrance. Yet, more Americans serving in World War II perished on that day than on December 7, 1941, when the Japanese attacked Pearl Harbor, or on June 6, 1944, when the Allies stormed the beaches of Normandy, or on any other single day of the war. In its telling of the events of October 24, No Average Day proceeds hour by hour and incident by incident. The book begins with Army Private First-Class Paul Miller's pre-dawn demise in the Sendai #6B Japanese prisoner of war camp. It concludes with the death…
