Michael Schrage Livres

Achieving faster, better, cheaper, and more creative innovation outcomes with the 5x5 framework: 5 people, 5 days, 5 experiments, $5,000, and 5 weeks What is the best way for a company to innovate? Advice recommending “innovation vacations” and the luxury of failure may be wonderful for organizations with time to spend and money to waste. The Innovator’s Hypothesis addresses the innovation priorities of companies that live in the real world of limits. Michael Schrage advocates a cultural and strategic shift: small teams, collaboratively—and competitively—crafting business experiments that make top management sit up and take notice. He introduces the 5x5 framework: giving diverse teams of five people up to five days to come up with portfolios of five business experiments costing no more than $5,000 each and taking no longer than five weeks to run. Successful 5x5s, Schrage shows, make people more effective innovators, and more effective innovators mean more effective innovations.

Achieving faster, better, cheaper, and more creative innovation outcomes with the 5X5 framework: 5 people, 5 days, 5 experiments, $5,000, and 5 weeks.

How does Netflix know what to suggest next? How does Amazon identify what a "customer like you" has purchased? The answer lies in recommender systems, a key technology for successful digital economy companies. The origins of these systems date back further than expected, with historical examples like the Oracle at Delphi. The author examines the technology behind recommenders, including AI and machine learning algorithms that drive these platforms. He also discusses user experience design and how design choices serve as nudges, influencing which recommendations are more prominent. Through case studies of Spotify, Bytedance, and Stitch Fix, he illustrates how recommenders can generate innovative business solutions and extend beyond curation to content creation. The final chapter delves into the future of recommender systems, shifting focus from technology to philosophy. It questions the concept of free will in a world influenced by recommendations, emphasizing that a recommendation implies choice. The author explores how these systems can enhance personal development. This work aims to deepen our understanding of recommender systems, highlighting their societal roles and future opportunities.

For organizations that care about innovation,  individual creativity isn't enough anymore -- people  need to be in creative, collaborative  relationships. But without the knowledge and tools for  building these relationships, innovation expert Michael  Schrage argues, one will not be successful in the  offices of today and even less so in the  "virtual" offices of tomorrow. No More  Teams gives readers the tools and  techniques to go beyond the lazy cliches of  "teamwork" to the practical benefits of  collaboration. When Schrage studied the world's greatest  collaborations -- including Wozniak and Jobs,  Picasso and Braque, Watson and Crick -- he found that  instead of relying on charisma, they all created  "shared spaces" where they could play with  their ideas. By effectively using technological  tools available in most workplaces -- anything from  a felt tip pen and a napkin to specialized  computer software - -you can literally map your  discussion as it is happening, making it possible to  keep all the good ideas, cope with every objection,  handle conflicts as they arise, and, ultimately,  master the unknown.