innovation isn’t something that innovators do — innovation is what customers adopt. And a supply-side definition of innovation guarantees the kind of self deception that you’ve described, because it is the market that determines whether something is innovative or not, and whether something is adopted or not.

And then there is an important critical next step. Just because an innovation is adopted doesn’t mean that it’s a successful business innovation. The challenge for business is not just to get customers and clients to adopt innovation, it’s to get them to pay a premium for the innovation.

Michael Schrage interviewed in Ubiquity of the ACM…he goes on to say:

Business schools are like pathologists: we do our best work with dead patients.

what looks like a stupid and counterproductive choice from the outside makes perfect sense from within the internal economy of the organization

The other book I’m interested in doing is about innovation as an act of persuasion: it’s not just act of creation, it’s an act of persuasion, and I’m very interested in the role of demos as a medium of persuasion in getting individuals and institutions to explore or commit to innovation.

Ubiquity Volume 7 Issue 08 February 28- March 6, 2006)

From an earlier interview in Ubiquity

the real story of American innovation is the folks who adopted these inventions and thereby transformed them from mere inventions to full-scale innovations? Who are the great customers?

there are a lot of business people who confuse changes in technology with changes in their business,

Michael SchrageUbiquity, Volume 5, Issue 39, Dec. 8 – 14, 2004

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