Chris Trimble broke into the forefront of executive consciousness this year with the blockbuster article that led the May 2005 Harvard Business Review, “Building Breakthrough Businesses Within Established Organizations,” which has received more orders for reprints than any other article so far in 2005. The article is adapted from Chris' just-released book Ten Rules for Strategic Innovators – from Idea to Execution.
The book and article are the result of five years of intensive research, in which Chris charted the adventures of dozens of managers involved in what may be the triple-flip-with-a-quadruple-twist of general management – leading a startup venture inside an established organization. The stories Chris tells come alive with the exhilarating highs and excruciating lows of entrepreneurship, plus the unique triumphs and tragedies that result from the coexistence of a startup with a proven and much larger business.
Chris' career mixes rigorous academic research with hard-nosed practical experience. He currently is seeing the most rewarding payoff from his work – its real-world application – as he works shoulder-to-shoulder with several executives leading their own startup ventures inside corporations. Chris is on the faculty at the Tuck School of Business at Dartmouth, recently ranked the world's best MBA program by the Wall Street Journal and Forbes.
Chris' interest in innovation within large organizations developed early in his career, when he was a submarine officer in the United States Navy. For five years, Chris reveled in the fun of helping defeat the Soviets, but chafed at the frustrations of advancing creative ideas within a mammoth bureaucracy. Chris is a frequent speaker on the topic of innovation. Recent appearances include a keynote address at the Conference Board's Innovation Conference in New York, and as a panelist at the Business Week CEO Forum in Beijing. Chris has published in the MIT Sloan Management Review, California Management Review, and Across the Board. He has also written for Fast Company and The Financial Times.
Chris is also a Senior Fellow at Katzenbach Partners LLC, a consulting firm that helps companies reach their strategic intent by offering a combination of analytic problem-solving and insight into people and organization. He holds an MBA degree with distinction from the Tuck School, and a bachelor of science degree with highest distinction from the University of Virginia.
MOST REQUESTED TOPICS:
Innovation Stories, Innovation Science
Leading a breakthrough business within an established organization is a David vs. Goliath epic in which a lone brilliant visionary takes on an entrenched bureaucratic octopus. Or is it?
Efficiency and Innovation
Make a choice, because no organization can be great at both. To succeed, innovators must break all of the rules. That's the conventional wisdom, at least. There is some validity to it, at least during the front-end of the innovation process. But what next?
Planning to Learn
Innovation requires experimentation, and good experimentation leads to quick learning. But traditional planning systems were designed neither for experimentation nor learning. In fact, the fundamental premise upon which traditional planning systems are based is Kryptonite for innovation.
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