We look at this book by Andrew Binns, Charles A. O’Reilly, and Michael Tushman. Published by Wiley, see more about Corporate Explorer: How Corporations Beat Startups at the Innovation Game here.

Corporate Explorer: How Corporations Beat Startups at the Innovation Game

This book starts by discussing Clayton Christensen’s concept that innovation from within large organisations is very difficult to achieve. Christensen, in several books, outlined why many companies had tried, and failed, to do so. The authors aim to take the opposite approach and argue that it is both possible and doable. This is already an interesting perspective, and makes you wonder to yourself, is it? Is it really. At the same time many an interesting thesis is argued by finding the examples that prove your narrative.

As we read this book we wondered how often these examples were possible and achievable. Corporate set ups do have some advantages, in terms of resources, deeper pockets and the ability to take a longer term view on projects. At the same time in-house projects are often managed by middle managers with short term time frames and perspectives. Also, from personal experience of working for a multinational software development team, several of the most innovative projects were created by ex-staff who had quit, and then had their new company bought by the multinational. Which seemed to proof that it made more sense to go it alone and then sell your IP back to those with big pockets.

This book is interesting, though provoking , and you pay your money and take your choice.

More about the book

Corporate Explorers Transform Disruption Into Opportunity With This Proven Framework

Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from inside even the largest organizations.

Corporate Explorers are part entrepreneurs, using innovation disciplines to jump start cutting-edge ideas, and part change leaders, capable of creating support for investment. They see that corporations already own the ideas, resources, and—critically—the talent to build new ventures. Companies like Amazon, Microsoft, Bosch, LexisNexis, and Analog Devices enable managers to put these assets to use and gain an upper hand over startups that threaten to disrupt them.

Corporate Explorer is a guidebook to the practices that enable these managers to go from idea into action. It demonstrates how success is not only possible but may offer entrenched companies better odds than venture-capital backed startups.

This actionable and proven framework explains how managers can become successful corporate innovators; it includes tools to:

• Learn how to apply innovation practices with greater discipline
• Turn great ideas into a full-time job as an innovation leader
• Experiment with and scale original business models
• Transform innovation programs into a thriving source of new business
• Attract, retain, and motivate entrepreneurial talent
• Energize employees by creating a realistic way to innovate

These lessons come from the trailblazers of corporate innovation—Andrew Binns (Change Logic), Charles O’Reilly (Stanford Graduate School of Business), and Michael Tushman (Harvard Business School)—who have decades of experience helping entrepreneurial-minded executives activate employees to become Corporate Explorers.

Entrepreneurs take notice—it’s time for Corporate Explorers to set the pace and chart the course for disruption.

More about the authors ->

ANDREW BINNS is Co-Founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams leading transformational business changes. He is a sought-after speaker and lecturer at companies and business schools.

CHARLES O’REILLY is the Frank E. Buck Professor of Management at Stanford Graduate School of Business and a Co-Founder of Change Logic. He is Co-Director of Leading Change and Organizational Renewal.

MICHAEL TUSHMAN is a Baker Foundation Professor; Paul R Lawrence, MBA Class of 1942 Professor Emeritus; and Charles (Tex) Thornton Chair of the Advanced Management Program (AMP) at the Harvard Business School. He is also Co-Founder of Change Logic.

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