In 2007, Michael Gelb & Sarah Caldicott (SC) published Innovate Like Edison: The Success System of America's Greatest Inventor. It was given a different sub-title for the paperback: The Five-Step System for Breakthrough Business Success. The system is a 5-step approach with 5 elements in each.
Amazon.com reviews show that people regard the book highly. This suggests that the ideas offered are plausible and usable. Given a thriving consulting service, there is probably a deeper validity.
If such ideas did not appear in THEE, that could suggest a deficiency. A gross discrepancy might indicate that THEE is just an elegant but misconceived philosophical abstraction. So I will quickly review the book's system, element by element using the authors' «blueprint» Chapter of questions enabling self-assessment: as provided by their website.
Download the self-assessment Chapter to check for yourself.
Frameworks mentioned have been posted. Links are provided with the concluding assessment.Since initial posting, most of the
Element #1: Align goals to passions.
is found as a Tetrad in the Structural Hierarchy for the framework for . is the highest level in that .
Element #2: Cultivate charismatic optimism.
This deals with& found in the framework for .
Element #3: Seek knowledge relentlessly.
is another Tetrad in the framework for .
Element #4: Experiment persistently.
Persistence connects directly toto handle obstacles. This is the name for Pentads in . Experimenting suggests , which are needed to overcome obstacles. This could also be advice to be an i.e. as found in the typology.
Element #5: Pursue rigorous objectivity.
This could also bein the typology. However, the self-assessment questions and longer version are about being as found in the framework.
Element #6: Maintain a notebook.
Method for developingin the framework for .
Element #7: Practice ideaphoria.
A method from thein the typology, but the longer version suggests it may be about activating a as found in the typology.
Element #8: Discern patterns.
People always see patterns: the types of pattern are covered in theframework.
Element #9: Express ideas visually.
Anin the typology.
Element #10: Explore the roads not taken.
This is perspective-centred from theframework.
Element #11: Intensity & Relaxation.
This seems to move betweenin the framework and in the framework.
Element #12: Serious & Playfulness.
Seems like an injunction toas in the framework, especially as other entities in this framework handle seriousness.
Element #13: Sharing & Projecting.
The questions seem to deal with technical knowledge i.e. no appropriate location in THEE.
Element #14: Complexity & Simplicity.
This is a mixture, but the longer version suggests a focus on thein the typology.
Element #15: Solitude & Team.
«Team» is essentially the social environment. Questions refer to a technique relating towhich is identified in the framework with valuing awareness.
Element #16: Recruit for Chemistry.
Longer version suggestsvalues in the framework.
Element #17: Multidisciplinary Collaboration Teams.
This is again beingfrom the framework.
Element #18: Environment of Open Exchange.
This relates to ensuring values of themode exist as in the spiral for progressively
Element #19: Reward Collaboration.
This value creation relates to embedding thein the framework for .
Element #20: Become a Master Networker.
This is a feature of being framework.in the
Link Trend Gaps with Strengths
Tune into Target Audience
Apply Right Business Model
Understand Scale-up Effects
Create a Market-moving Brand
No need to analyse these singly, because they all deal with marketing. Theframework identifies 28 fundamental marketing strategies, simple and complex, which include these five.
The authors are running a business and need catchy labels. We can use simpler and perhaps clearer language for their 5 Competencies:
• Find solutions
• Think broadly
• Engage fully
• Collaborate effectively
• Market powerfully
You would not be surprised to find these within any Taxonomy of endeavour. As for the constituent elements, these are distributed within 8 THEE frameworks as follows (in order of frequency):
6 from[ ]
5 from Interacting-for-Benefit [ ]
5 from Marketing framework [ ] based in .
4 from Decision-making Typology [ ]
2 from Strengthening the Management Culture [ ]
1 from[ ]: Note posted.
1 from[ ]: Not posted.
… THEE does not specify how a broad topic like innovation should be handled. Any user must make an intelligent selection from numerous relevant Frameworks. There is no basis to think that the authors' selection is anything but reasonable.
… THEE entities and Frameworks were easily recognized in virtually every line of the authors' model without complex analysis or verbal manipulations. Clicking on the authors’ specific terms found corresponding entries in the THEE database of psychosocial elements.
… THEE Frameworks provide additional and deeper perspectives. For example in regard to marketing innovations, the most challenging issue for technology innovation is market creation. But this barely gets a mention in the book. By contrast, the relevant THEE Framework naturally includes the required strategies. Similarly, the authors identify just half a dozen out of nearly 40 relevant elements within .
Given that every single Element (except #13) directly embodied and activated THEE entities and frameworks, the book also provides some validation for the THEE-Online conjecture: Precepts, models and tools devised and used with confidence by organizational and management consultants can be precisely located within Taxonomy Frameworks.
By understanding the Frameworks that were intuitively selected, consultants and clients could, should they so wish, get additional guidance on their use. They might, for example, foresee potential issues that often arise.
Originally posted: August 2009; Last updated 10-Nov-2010.