Serious Play: How the World's Best Companies Simulate to Innovate (Google eBook)

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Harvard Business Press, Dec 30, 2013 - Business & Economics - 272 pages
7 Reviews
Successful innovation demands more than a good strategic plan; it requires creative improvisation. Much of the "serious play" that leads to breakthrough innovations is increasingly linked to experiments with models, prototypes, and simulations. As digital technology makes prototyping more cost-effective, serious play will soon lie at the heart of all innovation strategies, influencing how businesses define themselves and their markets. Author Michael Schrage is one of today's most widely recognized experts on the relationship between technology and work. In Serious Play, Schrage argues that the real value in building models comes less from the help they offer with troubleshooting and problem solving than from the insights they reveal about the organization itself. Technological models can actually change us--improving the way we communicate, collaborate, learn, and innovate. With real-world examples and engaging anecdotes, Schrage shows how companies such as Disney, Microsoft, Boeing, IDEO, and DaimlerChrysler use serious play with modeling technologies to facilitate the collaborative interactions that lead to innovation. A user's guide included with the book helps readers apply many of the innovation practices profiled throughout. A landmark book by one of the most perceptive voices in the field of innovation.
  

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Review: Serious Play: How the World's Best Companies Simulate to Innovate

User Review  - Bill Churchill - Goodreads

On the role of modeling and simulation in generating business innovation. Excellent treatment of the reasons for, and pitfalls to be encountered in simulation modeling. Read full review

Review: Serious Play: How the World's Best Companies Simulate to Innovate

User Review  - Goodreads

On the role of modeling and simulation in generating business innovation. Excellent treatment of the reasons for, and pitfalls to be encountered in simulation modeling. Read full review

Contents

THE NEW ECONOMICS OF INNOVATION
11
A SPREADSHEET WAY OF KNOWLEDGE
37
OUR MODELS OURSELVES
61
PRODUCTIVE WASTE
95
PREPARING FOR SURPRISE
115
PERILS OF PATHOLOGICAL PROTOTYPING
131
STIMULATING INTERVENTIONS
155
MEASURING PROTOTYPING PAYBACKS
177
GOING META EVOLUTION AS A BUSINESS PRACTICE
193
Users Guide
201
Bibliography
215
Index
235
About the Author
245
Copyright

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Page 11 - The road to wisdom? Well, it's plain And simple to express: Err And err And err again, But less And less And less.
Page 1 - For, to speak out once for all, man only plays when in the full meaning of the word he is a man, and he is only completely a man when he plays.
Page 15 - I would go a step further and assert that it is really impossible for a client, even working with a software engineer, to specify completely, precisely, and correctly the exact requirements of a modern software product before trying some versions of the product.
Page 13 - The mental model is fuzzy. It is incomplete. It is imprecisely stated. Furthermore, within one individual a mental model changes with time and even during the flow of a single conversation. The human mind assembles a few relationships to fit the context of a discussion. As the subject shifts, so does the model.

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About the author (2013)

Michael D. Schrage is a research associate at the MIT Media Lab, A Merrill Lynch Forum Innovation Fellow and a columnist for Fortune magazine.

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