The new playbook for innovation and startup success is emerging from beyond Silicon Valley--at the "frontier." Startups have changed the world. In the United States, many startups, such as Tesla, Apple, and Amazon, have become household names. The economic value of startups has doubled since 1992 and is projected to double again in the next fifteen years. For decades, the hot center of this phenomenon has been Silicon Valley. This is changing fast. Thanks to technology, startups are now taking root everywhere, from Delhi to Detroit to Nairobi to Sao Paulo. Yet despite this globalization of startup activity, our knowledge of how to build successful startups is still drawn primarily from Silicon Valley. As venture capitalist Alexandre Lazarow shows in this insightful and instructive book, this Silicon Valley "gospel" is due for a refresh--and it comes from what he calls the "frontier," the growing constellation of startup ecosystems, outside of the Valley and other major economic centers, that now stretches across the globe. The frontier is a truly different world where startups often must cope with political or economic instability and lack of infrastructure, and where there might be little or no access to angel investors, venture capitalists, or experienced employee pools. Under such conditions, entrepreneurs must be creators who build industries rather than disruptors who change them because there are few existing businesses to disrupt. The companies they create must be global from birth because local markets are too small. They focus on resiliency and sustainability rather than unicorn-style growth at any cost. With rich and wide-ranging stories of frontier innovators from around the world, Out-Innovate is the new playbook for innovation--wherever it has the potential to happen.

What if almost everything you know about creating a culture of innovation is wrong? What if the way you are measuring innovation is choking it? What if your market research is asking all of the wrong questions? It's time to innovate the way you innovate. Stephen Shapiro is one of America's foremost innovation advisrrs, whose methods have helped organizations like Staples, GE, Telefónica, NASA, the U.S. Air Force, and USAA. He teaches his clients that innovation isn't just about generating occasional new ideas; it's about staying consistently one step ahead of the competition. Hire people you don't like. Bring in the right mix of people to unleash your team's full potential. Asking for ideas is a bad idea. Define challenges more clearly. If you ask better questions, you will get better answers. Don't think outside the box; find a better box. Instead of giving your employees a blank slate, provide them with well-defined parameters that will increase their creative output. Failure is always an option. Looking at innovation as a series of experiments allows you to redefine failure and learn from your results. Shapiro shows that nonstop innovation is attainable and vital to building a high-performing team, improving the bottom line, and staying ahead of the pack.

From the author of The Little Black Book of Innovation, a new guide for using the power of habit to build a culture of innovation Leaders have experimented with open innovation programs, corporate accelerators, venture capital arms, skunkworks, and innovation contests. They've trekked to Silicon Valley, Shenzhen, and Tel Aviv to learn from today's hottest, most successful tech companies. Yet most would admit they've failed to create truly innovative cultures. There's a better way. And it all starts with the power of habit. In Eat, Sleep, Innovate, innovation expert Scott Anthony and his impressive team of coauthors use groundbreaking research in behavioral science to provide a first-of-its-kind playbook for empowering individuals and teams to be their most curious and creative—every single day. Throughout the book, the authors reveal a collection of BEANs—behavior enablers, artifacts, and nudges—they've collected from workplaces across the globe that will unleash the natural innovator inside everyone. In addition to case studies of "normal organizations doing extraordinary things," they provide readers with the tools to create their own hacks and habits, which they can then use to build and sustain their own models of a culture of innovation. Fun, lively, and utterly unique, Eat, Sleep, Innovate is the book you need to make innovation a natural and habitual act within your team or organization.

Discover the MIT-developed, “doer’s approach” to innovation with this guide that reveals you don’t need an earth-shattering idea to create a standout product, service, or business—just a hunch that you can scale up to impact. Innovation is the subject of countless books and courses, but there’s very little out there about how you actually innovate. Innovation and entrepreneurship are not one and the same, although aspiring innovators often think of them that way. They are told to get an idea and a team and to build a show-and-tell for potential investors. In Innovating, Luis Perez-Breva describes another approach—a doer’s approach developed over a decade at MIT and internationally in workshops, classes, and companies. He shows that innovating doesn’t require an earth-shattering idea; all it takes is a hunch. Anyone can do it. By prototyping a problem and learning by being wrong, innovating can be scaled up to make an impact. As Perez-Breva demonstrates, “nothing is new” at the outset of what we only later celebrate as innovation. In Innovating, the process—illustrated by unique and dynamic artwork—is shown to be empirical, experimental, nonlinear, and incremental. You give your hunch the structure of a problem. Anything can be a part. Your innovating accrues other people’s knowledge and skills. Perez-Breva describes how to create a kit for innovating, and outlines questions that will help you think in new ways. Finally, he shows how to systematize what you’ve learned: to advocate, communicate, scale up, manage innovating continuously, and document—“you need a notebook to converse with yourself,” he advises. Everyone interested in innovating also needs to read this book.

In 2000, photographic film products made up 60% of Fujifilm’s sales and up to 70% of its profit. Within ten years, digital cameras had destroyed that business. In 2012, Kodak filed for bankruptcy. Yet Fujifilm has boasted record profits and continues strong. What happened? What did Fujifilm do? What do businesses today need from their leaders? What kinds of employees can help businesses thrive in the future? Here, the CEO who brought Fujifilm back from the brink explains how he engineered transformative organizational innovation and product diversification, with observations on his management philosophy. Shigetaka Komori is Chairman and CEO of Fujifilm Holdings Corporation. Mr. Komori was appointed CEO in 2003 and chairman in 2012.

We’ve entered a new era. Call it the age of imagination, ideation, conceptualization, creativity, innovation—take your pick. Creativity, mental flexibility, and collaboration have displaced one-dimensional intelligence and isolated determination as core ingredients of competitive advantage. But these 21st century methods and mindsets needed to drive innovation are only found by tapping into the discretionary levels of passion and initiative within us. This is where Out Think leadership comes in. Out Think presents big ideas along with actionable advice to drive unique value and innovation in today’s chaotic marketplace. In each chapter a key idea, behavior, or mindset shift is discussed. The shift is illustrated through proprietary interviews with business leaders conducted by the author. Techniques are described to show how the shift or idea can be implemented, with real-world examples. Assessments, exercises, and actionable messaging are highlighted throughout the book. While some books address the changing economic landscape and the challenges of the creative age, Out Think is unique in the author’s unparalleled access, spanning more than a decade, to executives and thought-leaders who are, in fact, making a measurable difference. Through interviews and collaboration with these individuals, Hunter has assembled insights, stories, and actionable take-aways, with an emphasis on results that can drive the change that leaders want and need in their organizations.

“The ‘inside-the-box approach’ can reveal key opportunities for innovation that are hiding in plain sight” (Daniel H. Pink, author of Drive). The traditional attitude toward creativity in the American business world is to “think outside the box”—to brainstorm without restraint in hopes of coming up with a breakthrough idea, often in moments of crisis. Sometimes it works, but it’s a problem-specific solution that does nothing to engender creative thinking more generally. Inside the Box demonstrates Systematic Inventive Thinking (SIT), which systemizes creativity as part of the corporate culture. This counterintuitive and powerfully effective approach to creativity requires thinking inside the box, working in one’s familiar world to create new ideas independent of specific problems. SIT’s techniques and principles have instilled creative thinking into such companies as Procter & Gamble, Johnson & Johnson, and other industry leaders. Inside the Box shows how corporations have successfully used SIT in business settings as diverse as medicine, technology, new product development, and food packaging. Dozens of books discuss how to make creative thinking part of a corporate culture, but none takes the innovative and unconventional approach of Inside the Box. With “inside the box” thinking, companies of any size can become sufficiently creative to solve problems even before they develop and to innovate on an ongoing basis. It’s a system that works! “Boyd and Goldenberg explain the basic building blocks for creativity and by doing so help all of us better express our potential” (Dan Ariely, author of Predictably Irrational).