INNOVATION BOOKS

Business Model Generation is a handbook for visionaries, game-changers, and challengers who want to defy outdated business models and shape the companies of tomorrow. If your business needs to adapt to harsh new realities, but you don't yet have a strategy that will get you ahead of your competitors, you need Business Model Generation.

Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, four-color design that takes powerful strategic ideas and tools and makes them easy to implement in your business. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a new business model- or analyze and renovate an old one. Along the way, you'll understand your customers, sales channels, partners, revenue streams, costs, and core value proposition at a much deeper level.

Business Model Generation offers practical innovation techniques used today by leading consultants and companies around the world, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those who are ready to abandon outdated thinking and embrace new models of value creation: executives, consultants, entrepreneurs, and leaders of all organizations. If you are ready to change the rules, you are part of the "Generation Business Model"!

In this perennial bestseller, embraced by organizations and industries worldwide, globally preeminent management thinkers W. Chan Kim and Renee Mauborgne challenge everything you thought you knew about the requirements for strategic success. Recognized as one of the most iconic and impactful strategy books ever written, BLUE OCEAN STRATEGY, now updated with fresh content from the authors, argues that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors but from creating "blue oceans"--untapped new market spaces ripe for growth.

BLUE OCEAN STRATEGY presents a systematic approach to making the competition irrelevant and outlines principles and tools any organization can use to create and capture their own blue oceans.

Clayton Christensen shows how successful, outstanding companies can do everything "right" and still lose their market leadership - or even fail - when new, unexpected competitors emerge and take over the market. There are two essential parts to this dilemma.

1. The value of innovation is an S-curve: improving a product takes time and many iterations. The first of these iterations provide minimal value to the customer, but over time the foundation is created and the value increases exponentially. Once the foundation is created, each iteration is dramatically better than the last. At some point, the most valuable improvements are completed and the value per iteration is minimal again. So in the middle is the most value, at the beginning and end the value is minimal.
2. Incumbent-sized businesses: the incumbent has the luxury of a large customer base, but high expectations for annual revenue. New next generation products find niches away from the established customer base to develop the new product. The new entrants do not need the annual sales of the incumbent and therefore have more time to focus and innovate on this smaller business.

Because of this, the next generation product is not built for the incumbent's customer base, and this large customer base is not interested in the new innovation and continues to demand innovation with the incumbent's product. Unfortunately, this innovation by the incumbent is limited to the total value of the product because it is at the later end of the S-curve. Meanwhile, the new entrant is deep in the S-curve and provides significant value to the new product. By the time the new product becomes attractive to the incumbent's customers, it is too late for the incumbent to respond to the new product. At this point, it is too late for the incumbent to keep up with the rate of improvement of the new entrant, which at this point is on the near-vertical part of its S-curve.

In this compelling, cross-industry study, Christensen presents his groundbreaking theory of "disruptive innovation" that has changed the way managers and CEOs around the world think about innovation.

A Classic of Innovation. From Steve Jobs to Jeff Bezos, Clay Christensen's work continues to underpin today's most innovative leaders and organizations.

A groundbreaking work on disruption - for anyone facing the growth paradox.

For readers of the bestselling The Innovator's Dilemma - and beyond - this definitive work is a help to anyone trying to transform their business right now.

In The Innovator's Solution, Clayton Christensen and Michael Raynor expand on the idea of disruption and explain how companies can and should become disruptors themselves. This classic work shows how current and relevant these ideas still are in today's hyper-accelerated business world.

Christensen and Raynor provide advice on the business decisions that are critical to achieving truly disruptive growth and suggest guidelines for developing your own disruptive growth engine. The authors identify the forces that drive managers to make poor decisions as they package and shape new ideas - and offer new frameworks to help create the right conditions at the right time for a disruption to succeed. This is a must-read for all executives and business leaders responsible for innovation and growth, as well as members of their teams.

Based on thorough research and theories tested in hundreds of companies across many industries, The Innovator's Solution is a must-have addition to any innovation library - and essential reading for entrepreneurs and start-ups worldwide.

Strategy is not complex. But it is difficult. It's hard because it forces people and organizations to make concrete decisions about their future - something that doesn't happen in most companies.

Two of the best-known thought leaders in business today get to the heart of strategy - explaining what it's for, how to think about it, why you need it, and how to implement it. And they use one of the most successful corporate turnarounds of the last century, which they did together, to prove their point.

A.G. Lafley, former CEO of Procter & Gamble, working closely with strategic advisor Roger Martin, doubled P&G's sales, quadrupled its profits, and increased its market value by more than $100 billion in just ten years. Drawing on her years of experience at P&G and at the Rotman School of Management, where Martin is dean, this book shows how leaders in companies of all sizes can align their day-to-day actions with larger strategic goals that align with the clear, essential elements that drive business success - where to play and how to win.

The result is a playbook for winning. Lafley and Martin have come up with a set of five essential strategic choices that, if approached in an integrated way, will give you an edge over your competitors. They are:

- What is our goal to win?
- Where are we going to play?
- How are we going to win?
- What skills do we need to have in order to win?
- What management systems are needed to support our decisions?

The stories of how P&G has won repeatedly by applying this methodology to iconic brands like Olay, Bounty, Gillette, Swiffer, and Febreze clearly demonstrate how deciding on a strategic approach - and then making the right decisions to support it - can make the difference between just playing the game and actually winning.

"Ideas are easy. Implementation is hard. This book helps you with the hard part."
- Guy Kawasaki, author of Enchantment

According to productivity expert Scott Belsky, no one is born with the ability to bring creative projects to completion. Execution is a skill that must be developed by learning organizational habits and enlisting the support of your peers.

As the founder and CEO of Behance, a company whose mission is to empower and organize the creative world, Belsky has studied the habits of particularly productive individuals and teams in various industries. Now he has compiled the principles and techniques they share and presents a systematic approach to creative organization and productivity.

While many of us focus on generating and seeking out great ideas, Belsky shows why it's better to develop the ability to make ideas happen-a skill that endures over time.

How can management be developed to create the greatest wealth for society as a whole? This is the question Peter Drucker sets out to answer in Innovation and Entrepreneurship. A brilliant, mould-breaking attack on management orthodoxy it is one of Drucker's most important books, offering an excellent overview of some of his main ideas. He argues that what defines an entrepreneur is their attitude to change: `the entrepreneur always searches for change, responds to it and exploits it as an opportunity'.

To exploit change, according to Drucker, is to innovate. Stressing the importance of low-tech entrepreneurship, the challenge of balancing technological possibilities with limited resources, and the organisation as a learning organism, he concludes with a vision of an entrepreneurial society where individuals increasingly take responsibility for their own learning and careers.

The long-awaited follow-up to the international bestsellers, Business Model Generation and Value Proposition Design

Alex Osterwalder and Yves Pigneurs' Business Model Canvas has changed the way the world develops and plans new business models. It is used by companies, startups and consultants around the world and taught at hundreds of universities. After years of research into how the world's best companies develop, test, and scale new business models, the authors have produced their standard work. The Invincible Company explains what every organization can learn from the business models of the world's most exciting companies.

The book explains how companies like Amazon, IKEA, Airbnb, Microsoft, and Logitech have been able to create immensely successful businesses and transform entire industries. At the core of these successes are not just great products and services, but profitable, innovative business models- and the ability to improve existing business models while consistently launching new ones.

The Invincible Company presents practical new tools for measuring, managing, and accelerating innovation, as well as strategies for mitigating risk when launching new business models. As a blueprint for your growth strategy, The Invincible Company explains how to stay ahead of your competition.

In-depth chapters explain how to create new engines of growth, how to transform the way products and services are created and delivered, how to extract maximum profit from every type of business model, and much more. New tools - such as Business Model Portfolio Map, Innovation Metrics, Innovation Strategy Framework, and Culture Map - enable readers to understand how to design invincible businesses.

The bible for bringing innovative products to bigger markets - now revised and updated with new insights into the realities of high-tech marketing

In Crossing the Chasm, Geoffrey A. Moore shows that in the Technology Adoption Life Cycle - which begins with the Innovators and moves to the Early Adopters, the Early Majority, the Late Majority, and the Laggards - there is a great divide between the Early Adopters and the Early Majority. While the Early Adopters are willing to sacrifice for the benefit of being first, the Early Majority waits until they know that technology actually offers productivity improvements. The challenge for innovators and marketers is to narrow this gap and ultimately accelerate adoption across all segments.

This third edition brings Moore's classic work up to date with dozens of new examples of successes and failures, new strategies for marketing in the digital world, and Moore's most current findings and insights. It also includes two new appendices, the first linking the ideas in Crossing the Chasm to the work later published in his Inside the Tornado, and the second presenting his recent groundbreaking work on technology adoption models for high-tech consumer markets.

Most startups fail. But many of those failures are avoidable. The Lean Startup is a new approach that is catching on around the world and changing the way companies are built and new products are brought to market.

Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is as true for a person in a garage as it is for a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate this fog of uncertainty to find a successful path to a sustainable business. Lean Startup 's approach fosters companies that are both more capital efficient and more effective at leveraging human creativity. Inspired by lessons from lean manufacturing, it relies on "validated learning," rapid scientific experimentation, and a set of counterintuitive practices that shorten product development cycles, measure real progress without resorting to vain metrics, and learn what customers really want. It allows a company to change direction with agility and change plans inch by inch, minute by minute.

Rather than wasting time creating elaborate business plans, The Lean Startup provides entrepreneurs - in businesses of all sizes - a way to continually test their vision, adapt and change before it's too late. Ries offers a scientific approach to creating and managing successful startups at a time when businesses need to innovate more than ever.

The leading expert on innovation and growth presents a groundbreaking book that every company needs to transform innovation from a game of chance to one in which they develop products and services that customers not only want to buy, but are willing to pay premium prices for.

How do companies know how to grow? How can they develop products that they are sure customers will want to buy? Can innovation be more than a game of hit and miss? Harvard Business School Professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now he takes it a step further and offers powerful new insights.

After years of research, Christensen and his co-authors have reached a crucial conclusion: Our long-held maxim- that understanding the customer is at the core of innovation- is wrong. Customers don't buy products or services; they "rent" them to complete a task. He argues that understanding customers is not the key to innovation success. Understanding customer tasks is. The "Jobs to Be Done" approach can be seen in some of the world's most respected companies and fast-growing startups, including Amazon, Intuit, Uber, Airbnb, and Chobani yogurt, to name a few. But this book isn't about celebrating those successes- it's about predicting new ones.

Christensen, Hall, Dillon, and Duncan contend that any company can improve its innovation record by understanding what drives customers to "rent" a product or service by creating products that customers not only want to rent, but also pay premium prices to bring into their lives. Jobs theory offers new hope for growth to companies frustrated by their unsuccessful efforts.

This book carefully lays out the authors' provocative framework and offers a comprehensive explanation of the theory and why it is predictive, how to apply it in the real world-and, most importantly, how not to waste the insights it provides.