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The Innovation Paradox: The Success of Failure, the Failure of Success

Richard Farson

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ISBN 10: 0743225937 / ISBN 13: 9780743225939
Published by Free Press, 2003
New Condition: New Soft cover
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Bibliographic Details

Title: The Innovation Paradox: The Success of ...

Publisher: Free Press

Publication Date: 2003

Binding: Paperback

Book Condition: New

About this title


In The Innovation Paradox, Richard Farson and Ralph Keyes argue that failure has its upside, success its downside. Both are steps toward achievement, and the two extremes are not as distinct as we imagine. In today's business economy, it's not success or failure -- it's success and failure that lead to genuine innovation. History's great innovators, from Thomas Edison and Charles Kettering to Bill Gates and Jack Welch, saw failure as an important stepping-stone -- and with this groundbreaking book, you too can learn how to become more failure tolerant, more risk friendly, and therefore more innovative. Today's most prominent businesspeople agree that The Innovation Paradox has the formula for failure and success down to a science,
Make no mistake: If you're looking to reinvent yourself, your ideas, or your business model, this book is your sure-fire way to start.


Precious few of us--and that includes Hall of Fame achievers like J. Paul Getty and Bill Gates--ever travel a straight line to the winner's circle. Whoever Makes the Most Mistakes Wins, by Richard Farson and Ralph Keyes, builds on this basic assumption to suggest that some failures may not only be inevitable on our road to success, but might actually help us attain it. In earlier books, Farson ( Management of the Absurd) and Keyes ( Chancing It) wrote separately about risk taking and reexamining assumptions. Here, they jointly proclaim that in the age of Oprah it might truly be counterproductive to accept the traditional meaning of business yin and yang. "Relying on conventional, outmoded ideas about success and failure stands in the way of your ability to innovate, compete and stay ahead of the curve in a changing economy," they write. While slim, their book goes on to make a compelling case for "managing in the postfailure era" by supporting the type of traditionally discouraged behavior that resulted in breakthrough creativity over the years at firms like 3M, Monsanto, and Apple. Since crises, setbacks, and adversity help shape and advance our lives, the authors argue, why can't enlightened managers also turn them into forward movement in the workplace? Contrarian food for thought. --Howard Rothman

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