Rating: 
Summary: Packed with useful information
Review: This is not another innovation book with techniques for generating new ideas. 24/7 Innovation is about creating a culture of innovation within large companies. It addresses the issue of how to change the structure of an organization in order to brings out the best in its employees. There are a number of excellent examples throughout. My favorite is Koch Industries, a very anti-bureaucratic company. Many business books cover only one topic (e.g., performance measures) and could be summarized in 20 pages. The rest is filler of sorts. Not this book. 24/7 Innovation covers a wide range of topics such as culture change, performance measurement, simulation, processes, and technology. And each is covered quite satisfactorily (some more than others), which means there is a lot to digest. In many respects, this book deserves 5 stars. It is well written and insightful. The reason for giving it 4 stars is that, as other reviewers have mentioned, it was obviously written by a consultant. As such, it does have some jargon. However, it was easy to read and at times entertaining. The combination of examples, frameworks, and techniques makes this a pragmatic book. But more importantly, this book makes you think differently.
Rating:
Summary: Building continuous change.
Review: Titles can be deceptive, particularly when chosen with an eye to capitalizing on fashionable jargon. 24/7 Innovation is primarily about building a climate of continuous organic change and is more about change management and organizational learning than innovation in the commonly used sense of product and service innovation. However, as the author rightly points out, change and innovation in all its forms tends to be seamless, and success depends on embedding a system of goals, relationships, attitudes, processes and technology that work together to support continuous challenge to the status quo in support of superior customer service. Shapiro argues for what others have called a 'tight-loose' structure, one within which a limited number of well articulated principles allow for substantial freedom of action at all levels and locations, with carefully selected measures and incentives to link endeavour to the core goals. The author's preferred metaphor is jazz, which encourages creativity within simple structures. He claims that his approach differs from others - particularly reengineering and TQM - in seven respects. While the attributes are not all as uncommon as he implies, they are worth quoting, as they are all important:
"• It is strategic. Innovation is targeted at the critical parts of the business that differentiate it from its competitors.
• It is pervasive ... permeat[ing] every aspect of an organization ...
• It is holistic, acknowledging the ... interdependence of all aspects of the business
• it is focused on creating value ... not ... cost cutting and streamlining without regard for the impact they have on customers and other stakeholders ... and customers in particular.
• It emphasizes governance ... referring to the leadership of a business that sets the standard ...
• It uses technology as an enabler, rather than an answer.
• It recognizes the critical role of people. Innovation is carried out by people for people. Success comes from an uncompromising commitment to an organization's people." A strength of the book is the structured way in which the elements required for success are set out and explained. This is a 'how to' - a blueprint - but not the simplistic 'seven step' framework that so many authors offer. It works logically through the various capabilities and attributes needed, with guidance on how to build them.
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