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Something Really New: Three Simple Steps to Creating Truly Innovative Products ReviewThis book goes on the shelf right by Clayton Christensen's Innovator's Dilemma, and Gary Hamel's Leading the Revolution. But of the three, Hauptly's Something Really New might be the best, and certainly will be the most useful.Innovation books frequently are written by business school professors about their clients. This leads to books that are heavy on theory, and inadequately critical of their subjects.
Hauptly's book is like other Innovation books in that it is concise, readable, and filled with helpful illustrative examples. But the effect is entirely different when the author is an actual Innovator writing for other Innovators about how to Innovate, rather than a color commentator describing action on a distant field.
Gone from Hauptly's account are the fawning success stories. Gone are the complex theories and graphs. Gone even are the unrealistically simple formulas that turn into traps when you try to do it in the real world (think Anthony Ulwick's What Customers Want). What remains is practical advice about how to innovate and how to avoid false innovation.
Hauptly takes us into mind of the Innovator like no other book I have read (even more than Joel Barker's classic, The Business of Paradigms). Not only does Hauptly pave the road for aspiring Innovators, but perhaps more importantly he sets out all the warning signs and side-markers to help avoid common psychological traps. Hauptly takes equal care to explain what is NOT an innovation, which in the real world may be the more vexing problem.
Something Really New is actually two books in one. Although Part One will stand as a major contribution to the literature simply by offering the first true Innovator's Deskbook, I was equally impressed by Part Two, which covers the people issues, organization, and culture of innovation. Where other books dance around these sensitive political issues, Hauptly is direct and pragmatic about how and where innovation can occur, who does it, who stops it, and how.
The book's chat-over-lunch tone and brain-teaser exercises are a sleight-of-hand that will lull some readers into thinking that the book lacks depth. However, the careful eye will note where the conceptual framework shows through (page 81 cannot resist a 2x2 grid; page 107 introduces the phrase "functional contiguity," and of course the concept of net utility is actually dynamite in the presence of false innovation).
The book will be least interesting to academics seeking theoretical exposition, and least welcome by senior executives who would cheer lead for innovation without actually aligning the organization and doing the work. For them, this book offers little.
But as a no-nonsense player's guide to the game, Something Really New is in a league of its own. It will be read by aspiring and experienced product development staff in all industries. Some of the concepts Hauptly introduces, like mutations, net utility, and task linking, may enter the popular lexicon of innovation. But the book is most to likely win the hearts of product developers working in the trenches, among whom word will spread of the brightest light yet shone on a notoriously dark terrain.Something Really New: Three Simple Steps to Creating Truly Innovative Products Overview
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