Execution_Innovation

In "The Discipline of Innovation" by Peter F. Drucker. Harvard Business Review August 2002 Reprint R0208F:
==== //**"To be effective, an innovation has to be simple, and it has to be focused. It should only do only one thing: otherwise it confuses people. Indeed, the greatest praise an innovation can receive is for people to say, "This is so obvious! Why didn't I think of it? It's so simple!" ... Effective innovations start small. They are not grandiose."**// ====


 * http://www.omega-project.info/uploads/9/4/7/3/9473028/_the_discipline_of_innovation.pdf**

==== ** The four types of innovation require different managerial approaches, because they differ along three important dimensions: the expense of a single experiment, the time frame over which results become apparent, and the ambiguity of results. ** ==== === Excerpted by permission of Harvard Business School Press from __10 Rules for Strategic Innovators: From Idea to Execution__. Copyright 2005 Vijay Govindarajan and Chris Trimble; all rights reserved. Also see referenced in Not All Innovations Are Equal. ===
 * ~ Innovation type ||~ Expense of single experiment ||~ Length of each experiment ||~ Ambiguity of results ||
 * < Continuous process improvement ||< Smallest ||< Shortest (could be days) ||< Clearest ||
 * < Process revolution ||< [[image:http://hbswk.hbs.edu/archive/images/arrow_ST_120505.gif caption="external image arrow_ST_120505.gif"]] ||< [[image:http://hbswk.hbs.edu/archive/images/arrow_ST_120505.gif caption="external image arrow_ST_120505.gif"]] ||< [[image:http://hbswk.hbs.edu/archive/images/arrow_ST_120505.gif caption="external image arrow_ST_120505.gif"]] ||
 * < Product/service innovation ||^  ||^   ||^   ||
 * < Strategic innovation ||< Largest ||< Longest (could be years) ||< Most ambiguous ||