The point of this book is that behaviour determines outcomes and that leaders are currently blind in terms of understanding the impact of their behaviour as innovation leaders upon success, and how they may have to change in order to lead an innovation revolution in the future.
This book goes straight to the heart of innovation leadership defining it as ‘behaving unreasonably for the right reasons’ and makes the point that many organisations can become fixated about innovation processes and forget the importance of employing genuinely innovative people. In addition, many organisations and spend huge sums on so-called innovative consultancies with little result. In a sense it's like the blind leading the blind on expensive journeys towards oblivion.
Four main types of innovation leadership behaviour are identified and introduced: Creators, Translators, Stabilisors and Navigators. The interaction of these innovation leadership behaviours is illustrated with real-life examples of CEOs and leaders demonstrating varying combinations of such behaviours.
Case studies are provided to explain how famous innovations have been influenced by the 4 complementary innovation leadership types.
Victor has contributed to the Harvard Business Review, interviewed for Harvard’s “Fifty Lessons” interviews with 200 of the world’s most respected business leaders, and featured in the Wall Street Journal. He is on the Advisory Boards of several organisations.
He is the author of “Made to Measure Problem Solving” and his “Knowledge Activist’s Handbook – Adventures in the Knowledge Trenches” from Capstone/ Wiley & Sons has been cited as the “best management book within the last ten years”.
His blogsite is: the-knowledgeworks.blogspot.com
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