How do you hire people
Hire people you don't really need
"Crazy is someone who does the same thing over and over and expects a different result." In this sense, most companies are pretty confused. Because that is exactly what most organizations do: They adhere to the proven management principles, attach great importance to compliance with standards, prefer to hire people "who fit the culture" and at the same time wonder why creativity and innovative spirit are not in their company is just ordered to the best. These principles are by no means wrong when it comes to executing core processes in the company as standardized and error-free as possible in order to efficiently manufacture and sell current products. However - and this is the whole point - the same principles fail miserably when it comes to boosting the company's innovative strength. Because innovation and creativity follow exactly the opposite rules and therefore also need completely different management principles and organizational rules in order to flourish and prosper. If employees are to perform their tasks in a tried and tested manner, companies are well advised to eliminate variance (in the sense of deviations) as far as possible. In these cases, deviations are rarely a creative act, but rather a sign of poor education, inattentiveness, inability, impaired health, or simply stupidity. If, on the other hand, the aim is to develop new processes, products and approaches, the variance must be increased as much as possible so that employees who are keen to experiment can try out a wide range of ideas and behaviors.
Contrary to what the book title suggests, this book is not a flat guide, but a well-founded and extremely interesting treatment of the topic of innovation by a respected professor of management science at Stanford University. At the beginning, the author works out the difference between the "exploitation" of well-known ideas, in which one relies on past experiences, mature processes and proven technologies, and the "exploration" of new possibilities. With a lot of pun, Sutton then describes some of the central "success secrets" of particularly innovative companies that succeed better than others in organizing this simultaneity of routine processes and "spaces for innovation". Afterwards, with his "11 ½ rules for creative managers", he challenges numerous well-tried organizational and management principles in order to give the inclined reader a good dose of innovation, which he also does excellently.
Conclusion: Especially worth reading if you think it's worth striving for your competition to think: "Damn it, why didn't we think of that?"
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