Innovators Dna

(Continued from front flap) is the Horace Beesley Professor of Strategy at the Marriott School, Brigham Young University. He is widely published in strategy and business journals and was the fourth most cited management scholar from 1996–2006. is a professor of leadership at INSEAD. He consults to organizations around the world on innovation, globalization, and transformation and has published extensively in leading academic and business journals. is the Robert and Jane Cizik Professor of Business Administration at Harvard Business School and the architect of and the world’s oremost authority on disruptive innovation. â€Å"Businesses worldwide have been guided and in uenced by e Innovator’s Dilemma and e Innovator’s Solution. Now e Innovator’s DNA shows where it all starts. is book gives you the fundamental building blocks for becoming more innovative and changing the world. One of the most important books to come out this year, and one that will remain pivotal reading for years to come. † Chairman and CEO, salesforce. com; author, Behind the Cloud â€Å" e Innovator’s DNA is the ‘how to’ manual to innovation, and to the fresh thinking that is the root of innovation.It has dozens of simple tricks that any person and any team can use today to discover the new ideas that solve the important problems. Buy it now and read it tonight. Tomorrow you will learn more, create more, inspire more. † Chairman of the Executive Committee, Intuit Inc. â€Å" e Innovator’s DNA sheds new light on the once-mysterious art of innovation by showing that successful innovators exhibit common behavioral habits—habits that can boost anyone’s creative capacity. † author, e 7 Habits of Highly E ective People and e Leader in Me Having worked with Clayton Christensen on innovation for over a decade, I can see that e Innovator’s DNA continues to stretch our thinking with insights that cha llenge convention and enable progress in the important cause of innovation . . . so critical to competitiveness and growth. † retired Chairman of the Board and CEO, e Procter & Gamble Company Also by Clayton M. Christensen: Bestselling Author of e Innovator’s Dilemma You can be as innovative and impactful— if you can change your behaviors to improve your creative impact. In e Innovator’s DNA, authors Je Dyer,Hal Gregersen, and bestselling author Clayton M. Christensen ( e Innovator’s Dilemma, e Innovator’s Solution) build on what we know about disruptive innovation to show how individuals can develop the skills necessary to move progressively from idea to impact. By identifying behaviors of the world’s best innovators—from leaders at Amazon and Apple to those at Google, Skype, and Virgin Group—the authors outline ve discovery skills that distinguish innovative entrepreneurs and executives from ordinary managers: Associati ng, Questioning, Observing, Networking, and Experimenting.Once you master these competencies (the authors provide a self assessment for rating your own innovator’s DNA), the authors explain how you can generate ideas, collaborate with colleagues to implement them, and build innovation skills throughout your organization to sharpen its competitive edge. at innovation advantage can translate into a premium in your company’s stock price—an innovation premium—that is possible only by building the code for innovation right into your organization’s people, processes, and guiding philosophies. Practical and provocative, e Innovator’sDNA is an essential resource for individuals and teams who want to strengthen their innovative prowess. (Continued on back flap) 100092 00 i-vi r1 rr. qxp 5/13/11 6:52 PM Page i THE INNOVATOR’S DNA 100092 00 i-vi r1 rr. qxp 5/13/11 6:52 PM Page ii 100092 00 i-vi r1 rr. qxp 5/13/11 6:52 PM Page iii THE INNOVATORâ €™S DNA MASTERING THE FIVE SKILLS OF DISRUPTIVE INNOVATORS Jeff Dyer Hal Gregersen Clayton M. Christensen H A R VA R D B U S I N E S S R E V I E W P R E S S BOSTON, MASSACHUSETTS 100092 00 i-vi r1 rr. qxp 5/13/11 6:52 PM Page iv Copyright 2011 Jeff Dyer, Hal Gregersen, and Clayton M.Christensen All rights reserved Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to [email  protected] harvard. edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. Library of Congress Cataloging-in-Publication DataDyer, Jeff. The innovator’s DNA : mastering the ? ve skills of disruptive innovators/ Jeff Dyer, Hal Gregersen, Clayto n M. Christensen. p. cm. ISBN 978-1-4221-3481-8 (hardback) 1. Creative ability in business. 2. Technological innovations. 3. Entrepreneurship. I. Gregersen, Hal B. , 1958– II. Christensen, Clayton M. III. Title. HD53. D94 2011 658. 4'063—dc22 2011008440 The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Publications and Documents in Libraries and Archives Z39. 48-1992. 100092 00 i-vi r1 rr. qxp /13/11 6:52 PM Page v Contents Introduction 1 Part One Disruptive Innovation Starts with You 1 The DNA of Disruptive Innovators 17 2 Discovery Skill #1 41 Associating 3 Discovery Skill #2 65 Questioning 4 Discovery Skill #3 89 Observing 5 Discovery Skill #4 113 Networking 6 Discovery Skill #5 133 Experimenting Part Two The DNA of Disruptive Organizations and Teams 7 The DNA of the World’s Most Innovative Companies 157 100092 00 i-vi r1 rr. qxp 5/13/11 6:52 PM Page vi vi CONTENTS 8 Putting the Innovatorâ €™s DNA into Practice 175 People 9 Putting the Innovator’s DNA into Practice 93 Processes 10 Putting the Innovator’s DNA into Practice 215 Philosophies Conclusion: Act Different, Think Different, Make a Difference 235 Appendix A: Sample of Innovators Interviewed Appendix B: The Innovator’s DNA Research Methods Appendix C: Developing Discovery Skills Notes Index Acknowledgments About the Authors 241 245 249 261 269 283 295 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 1 Introduction I It’s the lifeblood of our global economy and a strategic priority for virtually every CEO around the world. In fact, a recent IBM poll of ? teen hundred CEOs identified creativity as the number-one â€Å"leadership competency† of the future. 1 The power of innovative ideas to revolutionize industries and generate wealth is evident from history: Apple iPod outplays Sony Walkman, Starbucks’s beans and atmosphere drown traditional coffee shops, Skype u ses a strategy of â€Å"free† to beat AT and British Telecom, eBay crushes classi? ed ads, and Southwest Airlines ? ies under the radar of American and Delta. In every case, the creative ideas of innovative entrepreneurs produced powerful competitive advantages and tremendous wealth for the pioneering company.Of course, the retrospective $1 million question is, how did they do it? And perhaps the prospective $10 million question is, how could I do it? The Innovator’s DNA tackles these fundamental questions— and more. The genesis of this book centered on the question that we posed years ago to â€Å"disruptive technologies† guru and coauthor Clayton Christensen: where do disruptive business models come from? Christensen’s best-selling books, The Innovator’s NNOVATION. 1 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 2 2 INTRODUCTIONDilemma and The Innovator’s Solution, conveyed important insight into the characteristics of disr uptive technologies, business models, and companies. The Innovator’s DNA emerged from an eight-year collaborative study in which we sought a richer understanding of disruptive innovators—who they are and the innovative companies they create. Our project’s primary purpose was to uncover the origins of innovative—and often disruptive— business ideas. So we interviewed nearly a hundred inventors of revolutionary products and services, as well as founders and CEOs of game-changing companies built on innovative business ideas.These were people such as eBay’s Pierre Omidyar, Amazon’s Jeff Bezos, Research In Motion’s Mike Lazaridis, and Salesforce. com’s Marc Benioff. For a full list of innovators we interviewed whom we quote in this book, see appendix A; virtually all of the innovators we quote, with the exception of Steve Jobs (Apple), Richard Branson (Virgin), and Howard Schultz (Starbucks)—who have written autobiogra phies or have given numerous interviews about innovation—are from our interviews. We also studied CEOs who ignited innovation in existing companies, such as Procter & Gamble’s A.G. Lafley, eBay’s Meg Whitman, and Bain & Company’s Orit Gadiesh. Some entrepreneurs’ companies that we studied were successful and well known; some were not (for example, Movie Mouth, Cow-Pie Clocks, Terra Nova BioSystems). But all offered a surprising and unique value proposition relative to incumbents. For example, each offered new or different features, pricing, convenience, or customizability compared to their competition. Our goal was less to investigate the companies’ strategies than it was to dig into the thinking of the innovators themselves.We wanted to understand as much about these people as possible, including the moment (when and how) they came up with the creative ideas that launched new products or businesses. We asked them to tell us 100092 00a 001-0 14 INT r1 go. qxp 5/13/11 9:53 AM Page 3 3 Introduction about the most valuable and novel business idea that they had generated during their business careers, and to tell us where those ideas came from. Their stories were provocative and insightful, and surprisingly similar. As we re? ected on the interviews, consistent patterns of action emerged.Innovative entrepreneurs and executives behaved similarly when discovering breakthrough ideas. Five primary discovery skills—skills that compose what we call the innovator’s DNA—surfaced from our conversations. We found that innovators â€Å"Think Different,† to use a well-known Apple slogan. Their minds excel at linking together ideas that aren’t obviously related to produce original ideas (we call this cognitive skill â€Å"associational thinking† or â€Å"associating†). But to think different, innovators had to â€Å"act different. † All were questioners, frequently asking questions that punctured the status quo.Some observed the world with intensity beyond the ordinary. Others networked with the most diverse people on the face of the earth. Still others placed experimentation at the center of their innovative activity. When engaged in consistently, these actions—questioning, observing, networking, and experimenting—triggered associational thinking to deliver new businesses, products, services, and/or processes. Most of us think creativity is an entirely cognitive skill; it all happens in the brain. A critical insight from our research is that one’s ability to generate innovative ideas is not erely a function of the mind, but also a function of behaviors. This is good news for us all because it means that if we change our behaviors, we can improve our creative impact. After surfacing these patterns of action for famous innovative entrepreneurs and executives, we turned our research lens to the less famous but equally capable innovators aro und the world. We built a survey based on our interviews that taps into the discovery skills of innovative leaders: associating, questioning, observing, networking, and experimenting. To date, we have 00092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 4 4 INTRODUCTION collected self-reported and 360-degree data on these discovery skills from over ? ve hundred innovators and over ? ve thousand executives in more than seventy-five countries (for information about our assessments for individuals and companies, go to our Web site: http://www. InnovatorsDNA. com). We found the same pattern for famous as well as less famous leaders. Innovators were simply much more likely to question, observe, network, and experiment compared to typical executives.We published the results of our research in Strategic Entrepreneurship Journal, the top academic journal focused on entrepreneurs (details of our study are reported in appendix B). 2 We also published our ? ndings in an article titled â€Å" The Innovator’s DNA,† which was the runner-up for the 2009 Harvard Business Review McKinsey Award. We then turned to see what we could learn about the DNA of innovative organizations and teams. We started by looking at BusinessWeek’s annual ranking of innovative companies.This ranking, based on votes from executives, identified companies with a reputation for being innovative. A quick look at the BusinessWeek lists from 2005 to 2009 shows Apple as number one and Google, number two. OK, intuitively that sounds right. But we felt that the BusinessWeek methodology (executives voting on which companies are innovative) produces a list that is largely a popularity contest based on past performance. Indeed, do General Electric, Sony, Toyota, and BMW deserve to be on the list of most innovative companies today? Or are they simply there because they have been successful in the past?To answer these questions, we developed our own list of innovative companies based on curre nt innovation prowess (and expectations of future innovations). How did we do this? We thought the best way was to see whether investors—voting with their wallets—could give us insight into which companies they thought most likely to produce future innovations: new products, services, or markets. We teamed up with HOLT (a division of Credit Suisse Boston that had done a similar analysis for The Innovator’s 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 5 5 Introduction Who Is Classified as an Innovator?Perhaps one of the most surprising findings from the past thirty years of entrepreneurship research is that entrepreneurs do not differ signi? cantly (on personality traits or psychometric measures) from typical business executives. a We usually meet this ? nding with skepticism, since most of us intuitively believe that entrepreneurs are somehow different from other executives. Note that our research focused on innovators and, in particular, innovative en trepreneurs rather than entrepreneurs. Here’s why. Innovative entrepreneurs start companies that offer unique value to the market.When someone opens a dry cleaner or a mortgage business, or even a set of Volkswagen dealerships or McDonald’s franchises, researchers put them all in the same category of entrepreneur as the founders of eBay (Pierre Omidyar) and Amazon (Jeff Bezos). This creates a categorization problem when trying to ? nd out whether innovative entrepreneurs differ from typical executives. The fact is that most entrepreneurs launch ventures based on strategies that are not unique and certainly not disruptive. Among entrepreneurs as a whole, only 10 percent to 15 percent qualify as â€Å"innovative entrepreneurs† of the kind we’re discussing.Our study includes four types of innovators: (1) start-up entrepreneurs (as we described earlier), (2) corporate entrepreneurs (those who launch an innovative venture from within the corporation), (3) prod uct innovators (those who invent a new product), and (4) process innovators (those who launch a breakthrough process). Our process inventor category includes folks like A. G. La? ey, who initiated a set of innovative processes at Procter & Gamble that sparked numerous new product innovations. In all cases, the original idea for the new (continued) 00092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 6 6 INTRODUCTION business, product, or process must be the innovator’s idea. While these different types of innovators have numerous similarities, they also have some differences, as we will show in the chapters that follow. a. This is evident in the conclusions of numerous studies on entrepreneurs, including the following: â€Å"After a great deal of research, it is now often concluded that most of the psychological differences between entrepreneurs and managers in large organizations are small or non-existent† (L.W. Busenitz and J. B. Barney, â€Å"Differences Between E ntrepreneurs and Managers in Large Organizations,† Journal of Business Venturing 12, 1997). â€Å"There appears to be no discoverable pattern of personality characteristics that distinguish between successful entrepreneurs and non-entrepreneurs† (W. Guth, â€Å"Director’s Corner: Research in Entrepreneurship,† The Entrepreneurship Forum, winter 1991). â€Å"Most of the attempts to distinguish between entrepreneurs and small business owners or managers have discovered no differentiating features† (R. H. Brockhaus and P. S.Horwitz, â€Å"The Psychology of the Entrepreneur† in The Art and Science of Entrepreneurship, 1986). Solution) to develop a methodology for determining what percentage of a ? rm’s market value could be attributed to its existing businesses (products, services, markets). If the ? rm’s market value was higher than the cash ? ows that could be attributed to its existing businesses, then the company would have a gr owth and innovation premium (for our purposes, we’ll just call it an innovation premium). An innovation premium is the proportion of a company’s market value that cannot be accounted for from cash ? ws of its current products or businesses in its current markets. It is the premium the market gives these companies because investors expect them to come up with new products or markets—and they expect the companies to be able to generate high profits from them (see chapter 7 for details on how the premium is calculated). 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 7 7 Introduction It is a premium that every executive, and every company, would like to have. We unveil our list of the most innovative companies—ranked by innovation premium—in chapter 7.Not surprisingly, we found that our top twenty-five companies include some on the BusinessWeek list—such as Apple, Google, Amazon, and Procter & Gamble. These companies averaged at least a 35 percent innovation premium over the past five years. But we also learned that companies such as Salesforce. com (software), Intuitive Surgical (health care equipment), Hindustan Lever (household products), Alstom (electrical equipment), and Monsanto (chemicals) have similar premiums. And as we studied these ? rms in greater detail, we learned that they are also very innovative.As we examined both our list and the BusinessWeek list of innovative companies, we saw several patterns. First, we noticed that compared to typical companies they were far more likely to be led by an innovative founder or a leader who scored extremely high on the ? ve discovery skills that compose the innovator’s DNA (their average discovery quotient was in the eighty-eighth percentile, which meant they scored higher than 88 percent of people taking our discovery skills assessment). Innovative companies are almost always led by innovative leaders. Let us say this again: Innovative companies are almos t always led by innovative leaders.The bottom line: if you want innovation, you need creativity skills within the top management team of your company. We saw how innovative founders often imprinted their organizations with their behaviors. For example, Jeff Bezos personally excels at experimenting, so he helped create institutionalized processes within Amazon to push others to experiment. Similarly, Intuit’s Scott Cook shines at observing, so he pushes observation at Intuit. Perhaps not surprisingly, we discovered that the DNA of innovative organizations mirrored the DNA of innovative individuals.In other words, innovative people 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 8 8 INTRODUCTION systematically engage in questioning, observing, networking, and experimenting behaviors to spark new ideas. Similarly, innovative organizations systematically develop processes that encourage questioning, observing, networking, and experimenting by employees. Our chapters on bui lding the innovator’s DNA in your organization and team describe how you too can actively encourage and support others’ innovation efforts.Why the Ideas in This Book Should Matter to You Over the last decade, many books on the topic of innovation and creativity have been written. Some books focus on disruptive innovation, such as Clayton Christensen’s The Innovator’s Dilemma and The Innovator’s Solution. Others, such as Ten Rules for Strategic Innovators (Govindarajan and Trimble), Game Changer (A. G. La? ey and Ram Charan), and The Entrepreneurial Mindset (Rita McGrath and Ian MacMillan), examine how organizations, and organizational leaders, encourage and support innovation. Others look more speci? ally at product development and innovation processes within and across firms, such as How Breakthroughs Happen (Andrew Hargadon) and The Sources of Innovation (Eric von Hippel). Other books on innovation look at the roles individuals play in the innova tion process within companies, such as The Ten Faces of Innovation and The Art of Innovation (both by Tom Kelley of IDEO), or A Whole New Mind (Daniel Pink). Finally, other books like Creativity in Context (Teresa Amabile) and Creativity (Mihaly Csikszentmihalyi) examine individual creativity and, more speci? cally, theories and research about creativity.Our book differs from the others in that it is focused squarely on individual creativity in the business context and is based on our study of a large sample of business innovators, including some big-name innovators such as Jeff Bezos (Amazon. com), Pierre Omidyar (eBay), Michael Lazaridis 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 9 9 Introduction A Disclaimer . . . Sort of We think it is important to remember three signi? cant points as you read The Innovator’s DNA. First, engaging in the discovery skills doesn’t ensure ? nancial success. Throughout the book, we tell stories of people who were manifestly successful at nnovating. We focus on the success stories because we are all more naturally drawn to success than failure. However, in our sample of ? ve hundred innovators, only two-thirds launched ventures or products that met our criteria of success. Many were not successful. The innovators developed the right skills— questioning, observing, networking, and experimenting—that produced an innovative venture or product, but the result was not always a ? nancial success. The point is that the discovery skills we describe are necessary, indeed critical, for generating innovative business ideas, but they don’t guarantee success.Second, failure (in a ? nancial sense) often results from not being vigilant in engaging all discovery skills. The more ? nancially successful innovators in our sample demonstrated a higher discovery quotient (scored higher on the discovery skills) than less successful ones. If you fail with an innovation, it may be that you didn’t as k all the right questions, make all of the necessary observations, talk to a large enough group of diverse people, or run the right experiments. Of course, it is also possible that you did all these things but an even newer technology emerged or some other bright innovator came up ith an even better idea. Or maybe you just didn’t excel at executing on the idea or have the resources to compete with an established ? rm that imitated your invention. Many factors can prevent a new product or business idea from gaining traction in the market. But the better you are at asking the (continued) 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 10 10 INTRODUCTION right questions, engaging in the right observations, eliciting ideas and feedback through networking with the right people, and running experiments, the less likely you are to fail.Third, we spotlight different innovators and innovative companies to illustrate key ideas or principles, but not to set them up as perfect exa mples of how to be innovative. Some innovators we studied were â€Å"serial innovators,† as they had developed quite a number of innovations over time and appeared motivated to continue doing so. Others bene? tted by being in the right place at the right time to make a critical observation, talk to a key person with particularly useful knowledge, or serendipitously learn from an experiment. They made an important discovery once, but they might not necessarily be apable or motivated (perhaps due to financial success) to continue generating innovative ideas. In similar fashion, we have found that innovative companies can quickly lose their innovative prowess, while others can quickly improve it. In chapter 8, we show that Apple’s innovation prowess (as measured by its innovation premium) dropped dramatically after Jobs left in 1984, but then jumped up dramatically a few years after he returned to lead the company. Procter & Gamble was a solid innovation performer before La? ey took the helm, but increased its innovation premium by 30 percent under his leadership.The point is that people and companies can change and may not always live up to our lofty expectations. (Research In Motion/BlackBerry), Michael Dell (Dell), Marc Benioff (Salesforce. com), Niklas Zennstrom (Skype), Scott Cook (Intuit), Peter Thiel (PayPal), David Neeleman (JetBlue and Azul airlines), and so on. The premise of our book is that we explain how these big names got their â€Å"big ideas† and describe a process 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 11 11 Introduction that readers can emulate. We describe in detail five skills that anyone can master to improve his or her own ability to be an innovative thinker.Ask yourself: Am I good at generating innovative business ideas? Do I know how to ? nd innovative people for my organization? Do I know how to train people to be more creative and innovative? Some executives respond to the last question by encouragin g employees to think outside the box. But thinking outside the box is precisely what employees (and executives) are trying to ? gure out. We’ve even watched some executives answer the â€Å"How do I think outside the box? † question with another equally generic (and unhelpful) answer, â€Å"Be creative. † If you ? d yourself struggling with actionable answers to these questions, read on to gain a solid grasp of ? ve skills that can make all the difference when facing your next innovation challenge. All leaders have problems and opportunities sitting in front of them for which they have no solution. It might be a new process. It might be a new product or service. It might be a new business model for an old business. In every case, the skills you build by putting into practice the innovator’s DNA may literally save your job, your organization, and perhaps your community. Indeed, we’ve found that if ou want to rise to the highest levels of your organi zation— to a business unit manager, president, or CEO position—you need strong discovery skills. And if you want to lead a truly innovative organization, you likely will need to excel at those skills. We hope that The Innovator’s DNA will encourage you to reclaim some of your youthful curiosity. Staying curious keeps us engaged and our organizations alive. 3 Imagine how competitive your company will be ten years from now without innovators if its people didn’t find any new ways to improve its processes, products, or services. Clearly, your company would not survive.Innovators constitute the core of any company’s, or even country’s, ability to compete. 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 12 12 INTRODUCTION How The Innovator’s DNA Unfolds Like a pocket-sized map in a foreign place, our book serves as a guide to your innovation journey. The first part (chapters 1 through 6) explains why the innovator’s DNA matte rs and how the pieces can combine into a personalized approach to innovation. We put ? esh onto the â€Å"think different† slogan by explaining in detail the habits and techniques that allow innovators to think differently.The chapters in part one give rich detail about how to master the specific skills that are key to generating novel ideas—associating, questioning, observing, networking, and experimenting. The second part (chapters 7 through 10) ampli? es the building blocks of innovation by showing how the discovery skills of innovators described in part one operate in organizations and teams. Chapter 7 introduces our ranking of the world’s most innovative companies based on each company’s innovation premium, a market value premium based on investors’ expectations of future innovations.We also provide a framework for seeing how the innovator’s DNA works in the world’s most innovative teams and organizations. We call this the  "3P† framework because it contains the discovery-driven building blocks of highly innovative organizations or teams—people, processes, and philosophies. Chapter 8 focuses on building-block number one, people, and describes how innovative organizations achieve maximum impact by actively recruiting, encouraging, and rewarding people who display strong discovery skills—and blending innovators effectively with folks who have strong execution skills.Chapter 9 shows innovative team and company processes that mirror the ? ve discovery skills of disruptive innovators. In other words, innovative companies rely on processes to encourage—even require— their people to engage in questioning, observing, networking, experimenting, and associating. Chapter 10 focuses on the funda- 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 13 13 Introduction mental philosophies that guide behavior within innovative teams and organizations. These philosophies not only gu ide disruptive innovators but also get imprinted in the organization, giving people the courage to innovate.Finally, for those interested in building discovery skills in yourself, your team, and even the next generation (young people you know), in appendix C we guide you through a process of taking your innovator’s DNA to the next level. We’re delighted that you’re starting or continuing your own innovation journey. We have watched scores of individuals take the ideas in this book to heart and who describe how they have dramatically improved their innovation skills as a result. They continually confirm that the journey is worth taking.We think you’ll feel the same way once you’ve finished reading about and mastering the skills of a disruptive innovator. 100092 00a 001-014 INT r1 go. qxp 5/13/11 9:53 AM Page 14 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 15 PA R T O N E Disruptive Innovation Starts with You 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 16 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 17 1 The DNA of Disruptive Innovators â€Å"I want to put a ding in the universe. † —Steve Jobs, founder and CEO, Apple Inc. D to generate innovative, even disruptive, business ideas? Do I know how to ?nd creative people or how to train people to think outside the box?These questions stump most senior executives, who know that the ability to innovate is the â€Å"secret sauce† of business success. Unfortunately, most of us know very little about what makes one person more creative than another. Perhaps for this reason, we stand in awe of visionary entrepreneurs such as Apple’s Steve Jobs, Amazon’s Jeff Bezos, and eBay’s Pierre Omidyar, and innovative executives like P A. G. La? ey, Bain & Company’s Orit Gadiesh, and eBay’s Meg Whitman. How do these people come up with groundbreaking new ideas? If it were possible to discover the inner O I KNOW HOW 17 100092 01 0 15-040 r1 go. xp 5/13/11 9:56 AM Page 18 18 DISRUPTIVE INNOVATION STARTS WITH YOU workings of the masters’ minds, what could the rest of us learn about how innovation really happens? Ideas for Innovation Consider the case of Jobs, who was recently ranked the world’s number-one best-performing CEO in a study published by Harvard Business Review. 1 You may recall Apple’s famous â€Å"Think Different† ad campaign, whose slogan says it all. The campaign featured innovators from different ? elds, including Albert Einstein, Picasso, Richard Branson, and John Lennon, but Jobs’s face might easily have been featured among the others.After all, everyone knows that Jobs is an innovative guy, that he knows how to think different. But the question is, just how does he do it? Indeed, how does any innovator think different? The common answer is that the ability to think creatively is genetic. Most of us believe that some people, like Jobs, are simply born with cr eative genes, while others are not. Innovators are supposedly right brained, meaning that they are genetically endowed with creative abilities. The rest of us are left brained—logical, linear thinkers, with little or no ability to think creatively.If you believe this, we’re going to tell you that you are largely wrong. At least within the realm of business innovation, virtually everyone has some capacity for creativity and innovative thinking. Even you. So using the example of Jobs, let’s explore this ability to think different. How did Jobs come up with some of his innovative ideas in the past? And what does his journey tell us? Innovative Idea #1: Personal Computers Should Be Quiet and Small One of the key innovations in the Apple II, the computer that launched Apple, came from Jobs’s decision that it should be quiet. His conviction resulted, in part, from all the time he’d spent 00092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 19 19 The DNA of D isruptive Innovators studying Zen and meditating. 2 He found the noise of a computer fan distracting. So Jobs was determined that the Apple II would have no fan, which was a fairly radical notion at the time. Nobody else had questioned the need for a fan because all computers required a fan to prevent overheating. Getting rid of the fan wouldn’t be possible without a different type of power supply that generated less heat. So Jobs went on the hunt for someone who could design a new power supply. Through his network of contacts, he found RodHolt, a forty-something, chain-smoking socialist from the Atari crowd. 3 Pushed by Jobs, Holt abandoned the ? fty-year-old conventional linear unit technology and created a switching power supply that revolutionized the way power was delivered to electronics products. Jobs’s pursuit of quiet and Holt’s ability to deliver an innovative power supply that didn’t need a fan made the Apple II the quietest and smallest person al computer ever made (a smaller computer was possible because it didn’t need extra space for the fan). Had Jobs never asked, â€Å"Why does a computer need a fan? † and â€Å"How do we keep a computer cool without a fan? the Apple computer as we know it would not exist. Innovative Idea #2: The Macintosh User Interface, Operating System, and Mouse The seed for the Macintosh, with its revolutionary operating system, was planted when Jobs visited Xerox PARC in 1979. Xerox, the copier company, created the Palo Alto Research Center (PARC), a research lab charged with designing the office of the future. Jobs wrangled a visit to PARC in exchange for offering Xerox an opportunity to invest in Apple. Xerox didn’t know how to capitalize on the exciting things going on at PARC, but Jobs did. Jobs carefully observed the PARC computer screen ? led with icons, pull-down menus, and overlapping windows—all controlled 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 20 20 DISRUPTIVE INNOVATION STARTS WITH YOU by the click of a mouse. â€Å"What we saw was incomplete and ? awed,† Jobs said,â€Å"but the germ of the idea was there . . . within ten minutes it was obvious to me that all computers would work like this. †4 He spent the next ? ve years at Apple leading the design team that would produce the Macintosh computer, the ? rst personal computer with a graphical user interface (GUI) and mouse. Oh, and he saw something else during the PARC visit.He got his ? rst taste of objectoriented programming, which became the key to the OSX operating system that Apple acquired from Jobs’s other start-up, NeXT Computers. What if Jobs had never visited Xerox PARC to observe what was going on there? Innovative Idea #3: Desktop Publishing on the Mac The Macintosh, with its LaserWriter printer, was the ? rst computer to bring desktop publishing to the masses. Jobs claims that the â€Å"beautiful typography† available on the Macintosh would never have been introduced if he hadn’t dropped in on a calligraphy class at Reed College in Oregon. Says Jobs:Reed College offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully handcalligraphed. Because I had dropped out and didn’t have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can’t capture, and I found it fascinating. None of this had even a hope of any ractical application in my life. But ten years later, when we were designing the ? rst Macintosh computer, it all came back to me. And we designed it all into the Mac. It 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 21 21 The DNA o f Disruptive Innovators was the ? rst computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it’s likely that no personal computer would have them. 5 What if Jobs hadn’t decided to drop in on the calligraphy classes when he had dropped out of college?So what do we learn from Jobs’s ability to think different? Well, first we see that his innovative ideas didn’t spring fully formed from his head, as if they were a gift from the Idea Fairy. When we examine the origins of these ideas, we typically ? nd that the catalyst was: (1) a question that challenged the status quo, (2) an observation of a technology, company, or customer, (3) an experience or experiment where he was trying out something new, or (4) a conversation with someone who alerted him to an important piece of knowledge or opportunity. In f act, by carefully examining Jobs’s behaviors and, speci? ally, how those behaviors brought in new diverse knowledge that triggered an innovative idea, we can trace his innovative ideas to their source. What is the moral of this story? We want to convince you that creativity is not just a genetic endowment and not just a cognitive skill. Rather, we’ve learned that creative ideas spring from behavioral skills that you, too, can acquire to catalyze innovative ideas in yourself and in others. What Makes Innovators Different? So what makes innovators different from the rest of us? Most of us believe this question has been answered. It’s a genetic endowment. Some people are ight brained, which allows them to be more intuitive and divergent thinkers. Either you have it or you don’t. But does research really support this idea? Our research con? rms 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 22 22 DISRUPTIVE INNOVATION STARTS WITH YOU others’ work th at creativity skills are not simply genetic traits endowed at birth, but that they can be developed. In fact, the most comprehensive study con? rming this was done by a group of researchers, Merton Reznikoff, George Domino, Carolyn Bridges, and Merton Honeymon, who studied creative abilities in 117 pairs of identical and fraternal twins.Testing twins aged fifteen to twenty-two, they found that only about 30 percent of the performance of identical twins on a battery of ten creativity tests could be attributed to genetics. 6 In contrast, roughly 80 percent to 85 percent of the twins’ performance on general intelligence (IQ) tests could be attributed to genetics. 7 So general intelligence (at least the way scientists measure it) is basically a genetic endowment, but creativity is not. Nurture trumps nature as far as creativity goes. Six other creativity studies of identical twins con? rm the Reznikoff et al. esult: roughly 25 percent to 40 percent of what we do innovatively stem s from genetics. 8 That means that roughly two-thirds of our innovation skills still come through learning—from first understanding the skill, then practicing it, and ultimately gaining con? dence in our capacity to create. This is one reason that individuals who grow up in societies that promote community versus individualism and hierarchy over merit—such as Japan, China, Korea, and many Arab nations—are less likely to creatively challenge the status quo and turn out innovations (or win Nobel prizes).To be sure, many innovators in our study seemed genetically gifted. But more importantly, they often described how they acquired innovation skills from role models who made it â€Å"safe† as well as exciting to discover new ways of doing things. If innovators can be made and not just born, how then do they come up with great new ideas? Our research on roughly ?ve hundred innovators compared to roughly ? ve thousand executives led us to identify five discover y skills that distinguish innovators from typical executives (for detail on the research 00092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 23 23 The DNA of Disruptive Innovators methods, see appendix B). First and foremost, innovators count on a cognitive skill that we call â€Å"associational thinking† or simply â€Å"associating. † Associating happens as the brain tries to synthesize and make sense of novel inputs. It helps innovators discover new directions by making connections across seemingly unrelated questions, problems, or ideas. Innovative breakthroughs often happen at the intersection of diverse disciplines and ? elds.Author Frans Johanssen described this phenomenon as â€Å"the Medici effect,† referring to the creative explosion in Florence when the Medici family brought together creators from a wide range of disciplines—sculptors, scientist, poets, philosophers, painters, and architects. As these individuals connected, they created new ideas a t the intersection of their respective fields, thereby spawning the Renaissance, one of the most innovative eras in history. Put simply, innovative thinkers connect fields, problems, or ideas that others ? nd unrelated.The other four discovery skills trigger associational thinking by helping innovators increase their stock of building-block ideas from which innovative ideas spring. Speci? cally, innovators engage the following behavioral skills more frequently: Questioning. Innovators are consummate questioners who show a passion for inquiry. Their queries frequently challenge the status quo, just as Jobs did when he asked, â€Å"Why does a computer need a fan? † They love to ask, â€Å"If we tried this, what would happen? † Innovators, like Jobs, ask questions to understand how things really are today, why they are hat way, and how they might be changed or disrupted. Collectively, their questions provoke new insights, connections, possibilities, and directions. We fou nd that innovators consistently demonstrate a high Q/A ratio, where questions (Q) not only outnumber answers (A) in a typical conversation, but are valued at least as highly as good answers. 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 24 24 DISRUPTIVE INNOVATION STARTS WITH YOU Observing. Innovators are also intense observers. They carefully watch the world around them—including customers, products, services, technologies, and companies—and the bservations help them gain insights into and ideas for new ways of doing things. Jobs’s observation trip to Xerox PARC provided the germ of insight that was the catalyst for both the Macintosh’s innovative operating system and mouse, and Apple’s current OSX operating system. Networking. Innovators spend a lot of time and energy ?nding and testing ideas through a diverse network of individuals who vary wildly in their backgrounds and perspectives. Rather than simply doing social networking or networking for resources, they actively search for new ideas by talking to people who may offer a radically different view of things.For example, Jobs talked with an Apple Fellow named Alan Kay, who told him to â€Å"go visit these crazy guys up in San Rafael, California. † The crazy guys were Ed Catmull and Alvy Ray, who headed up a small computer graphics operation called Industrial Light & Magic (the group created special effects for George Lucas’s movies). Fascinated by their operation, Jobs bought Industrial Light & Magic for $10 million, renamed it Pixar, and eventually took it public for $1 billion. Had he never chatted with Kay, he would never have wound up purchasing Pixar, and the world might never have thrilled to wonderful animated ? ms like Toy Story,WALL-E, and Up. Experimenting. Finally, innovators are constantly trying out new experiences and piloting new ideas. Experimenters unceasingly explore the world intellectually and experientially, holding convictions at bay and testing hypotheses along the way. They visit new places, try new things, seek new information, and experiment to learn new things. Jobs, for example, has tried new experiences all his life—from meditation and 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 25 25 The DNA of Disruptive Innovators living in an ashram in India to dropping in on a calligraphy class at Reed College.All these varied experiences would later trigger ideas for innovations at Apple Computer. Collectively, these discovery skills—the cognitive skill of associating and the behavioral skills of questioning, observing, networking, and experimenting—constitute what we call the innovator’s DNA, or the code for generating innovative business ideas. The Courage to Innovate Why do innovators question, observe, network, and experiment more than typical executives? As we examined what motivates them, we discovered two common themes. First, they actively desire to change the status quo .Second, they regularly take smart risks to make that change happen. Consider the consistency of language that innovators use to describe their motives. Jobs wants to â€Å"put a ding in the universe. † Google cofounder Larry Page has said he’s out to â€Å"change the world. † These innovators steer entirely clear of a common cognitive trap called the status quo bias—the tendency to prefer an existing state of affairs to alternative ones. Most of us simply accept the status quo. We may even like routine and prefer not to rock the boat. We adhere to the saying, â€Å"if it ain’t broke, don’t fix it,† while not really questioning whether â€Å"it† is â€Å"broke. In contrast, innovators see many things as â€Å"broke. † And they want to ? x them. How do innovators break the status quo? One way is to refuse to be dictated by other people’s schedules. Just glance at an innovative executive’s typical calendar a nd you will ? nd a radically different schedule compared to less inventive executives. We found that innovative entrepreneurs (who are also CEOs) spend 50 percent more time on discovery activities (questioning, observing, experimenting, and networking) than CEOs with no innovation track 100092 01 015-040 r1 go. qxp /13/11 9:56 AM Page 26 26 DISRUPTIVE INNOVATION STARTS WITH YOU record. That translated into spending almost one more day each week on discovery activities. They understand that ful? lling their dreams to change the world means they’ve got to spend a signi? cant amount of time trying to discover how to change the world. And having the courage to innovate means that they are actively looking for opportunities to change the world. Embracing a mission for change makes it much easier to take smart risks, make mistakes, and most of all, learn quickly from them.Most innovative entrepreneurs we studied felt that mistakes are nothing to be ashamed of. In fact, they are an expected cost of doing business. â€Å"If the people running Amazon. com don’t make some signi? cant mistakes,† Jeff Bezos told us, â€Å"then we won’t be doing a good job for our shareholders because we won’t be swinging for the fences. † In short, innovators rely on their â€Å"courage to innovate†Ã¢â‚¬â€an active bias against the status quo and an un? inching willingness to take smart risks—to transform ideas into powerful impact. In summary, the DNA of innovators—or the code for enerating innovative ideas—is expressed in the model shown in ? gure 1-1. The key skill for generating innovative ideas is the cognitive skill of associational thinking. The reason that some people generate more associations than others is partly because their brains are just wired that way. But a more critical reason is that they more frequently engage in the behavioral skills of questioning, observing, networking, and experimenting. These are the catalysts for associational thinking. Of course, the next question is, why do some people engage these four skills more than others?The answer is that they have the courage to innovate. They are willing to embrace a mission for change and take risks to make change happen. The bottom line is that to improve your ability to generate innovative ideas, you need to practice associational thinking and more frequently engage in questioning, observing, 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 27 27 The DNA of Disruptive Innovators FIGURE 1-1 The innovator’s DNA model for generating innovative ideas Courage to innovate Behavioral skills Cognitive skill to synthesize novel inputs QuestioningChallenging the status quo Taking risks Observing Associational thinking Networking Innovative business idea Experimenting networking, and experimenting. That will likely only happen if you can somehow cultivate the courage to innovate. As innovators actively engage in their discove ry skills over a lifetime, they build discovery habits, and they become de? ned by them. They grow increasingly con? dent in their ability to discover what’s next, and they believe deeply that generating creative insights is their job. It is not something to delegate to someone else.As A. G. La? ey declared, â€Å"innovation is the central job of every leader—business unit managers, functional leaders, and the CEO. †9 The Innovator’s DNA We’ve just told you that the ability to be innovative is not based primarily on genetics. At the same time, we’re using the DNA metaphor to describe the inner workings of innovators, which suggests that it is. Bear with us for a moment. (And welcome to the world of innovation, where the ability to synthesize two seemingly opposing ideas is the type of associating that produces novel 00092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 28 28 DISRUPTIVE INNOVATION STARTS WITH YOU insights. ) Recent developments in the ? eld of gene therapy show that it is possible to modify and strengthen your physical DNA, for example, to help ward off diseases. 10 Likewise, it is metaphorically possible to strengthen your personal innovator’s DNA. Let us provide an illustration. Imagine that you have an identical twin, endowed with the same brains and natural talents that you have. You’re both given one week to come up with a creative new business idea.During that week, you come up with ideas alone, just thinking in your room. By contrast, your twin (1) talks with ten people— including an engineer, a musician, a stay-at-home dad, and a designer—about the venture; (2) visits three innovative start-ups to observe what they do; (3) samples five â€Å"new to the market† products and takes them apart; (4) shows a prototype he’s built to five people, and (5) asks â€Å"What if I tried this? † and â€Å"What would make this not work? † at least ten times eac h day during these networking, observing, and experimenting activities.Who do you bet will come up with the more innovative (and usable) idea? My guess is that you’d bet on your twin, and not because he has better natural (genetic) creative abilities. Of course, the anchor weight of genetics is still there, but it is not the dominant predictor. People can learn to more capably come up with innovative solutions to problems by acting in the way that your twin did. As figure 1-2 shows, innovative entrepreneurs rarely display across-the-board strength in observing, experimenting, and networking, and actually don’t need to. All of the high-pro? e innovative entrepreneurs in our study scored above the seventieth percentile in associating and questioning. The innovators seemed to hold these two discovery skills more universally. But the innovators we studied didn’t need world-class strength in the other behaviors. It certainly helped if they excelled at one of the four skills and were strong in at least two. If you hope to be a better 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 29 29 The DNA of Disruptive Innovators Discovery Skill Strengths Differ for Disruptive Innovators To understand that innovative entrepreneurs develop and use ifferent skills, look at ? gure 1-2. It shows the percentile rank scores on each of the ? ve discovery skills for four well-known founders and innovators: Pierre Omidyar (eBay), Michael Dell (Dell), Michael Lazaridis (Research In Motion), and Scott Cook (Intuit). The percentile rank indicates the percentage of over ? ve thousand executives and innovators in our database who scored lower on that particular skill. A particular skill is measured by the frequency and intensity with which these individuals engage in activities that compose the skill.FIGURE 1-2 High-pro? le innovators’ discovery skills pro? le 100 90 Percentile rank 80 70 Mike Lazaridis Pierre Omidyar Scott Cook Michael Dell Noninnovators 60 50 40 30 20 10 or kin g Ne tw en tin g Ex p er im in g bs er v O ni ng io ue st Q As s oc iat in g 0 As you can see, the pattern for each innovative entrepreneur is different. For example, Omidyar is much more likely to acquire his ideas through questioning (ninety-fifty percentile) and (continued) 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 30 30 DISRUPTIVE INNOVATION STARTS WITH YOU bserving (eighty-seventh percentile), Dell through experimenting (ninetieth percentile) and networking (ninety-eighth percentile), Cook through observing (eighty-eighth percentile) and questioning (eighty-third percentile), and Lazaridis through questioning (ninety-sixth percentile) and networking (ninetyeighth percentile). The point is that each of these innovative entrepreneurs did not score high on all ? ve of the discovery skills. They each combined the discovery skills uniquely to forge new insights. Just as each person’s physical DNA is unique, an innovator’s DNA comprises a uni que combination f skills and behaviors. innovator, you will need to ? gure out which of these skills you can improve and which can be distinguishing skills to help you generate innovative ideas. Delivery Skills: Why Most Senior Executives Don’t Think Different We’ve spent the past eight years interviewing scores of senior executives—mostly at large companies—asking them to describe the most novel and valuable strategic insights that they had generated during their careers. Somewhat surprisingly, we found that top executives rarely mentioned an innovative business idea that they had personally generated.They were extremely intelligent and talented individuals who were accomplished at delivering results, but they didn’t have much direct, personal experience with generating innovative business ideas. In contrast to innovators who seek to fundamentally change existing business models, products, or processes, most senior executives work hard to efficien tly deliver the next thing that should be done given the existing business model. That is, they 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 31 31 The DNA of Disruptive Innovators I’m Not Steve Jobs . . . Is This Relevant?OK, so you’re not Steve Jobs. Or Jeff Bezos. Or any other famous business innovator. But that doesn’t mean you can’t learn from these innovators. You can get better at innovating, even if most of your innovations are somewhat incremental in nature. We’ve seen it happen, and we’ve seen that it can make a difference. We’ve seen a pharmaceutical executive practice a questioning technique (see chapter 3) each day to identify key strategic issues facing his division. After three months, his boss told him that he’d become the most effective strategic thinker on his team.Within six months, he was promoted to a corporate strategic planning job. â€Å"I just improved my ability to ask questions,† he told us . We’ve seen MBA students in our classes use the observing, networking, and experimenting techniques to generate entrepreneurial business ideas. One got the idea for launching a company that uses bacteria to eat pollution from networking with someone he met at a neighborhood barbeque. Another observed that the best English speakers in Brazil were people who watched American movies and television. So he launched a company that sells software that helps people learn English by watching movies.Many innovative ideas may seem small, such as a new process for effectively screening job recruits or a better way to build customer loyalty, but they are valuable new ideas nonetheless. And if you come up with enough of them, they will de? nitely help you advance in your career. The point is this: you don’t have to be Steve Jobs to generate innovative ideas for your business. work inside the box. They shine at converting a vision or goal into the speci? c tasks to achieve the de? n ed goal. They organize work and conscientiously execute logical, detailed, data-driven plans of action.In short, most executives excel at execution, including the 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 32 32 DISRUPTIVE INNOVATION STARTS WITH YOU following four delivery skills: analyzing, planning, detail-oriented implementing, and disciplined executing. (We’ll say more about these skills later in the chapter and in chapter 8, but for now we need only note that they are critical for delivering results and translating an innovative idea into reality. ) Many innovators realize that they are de? cient in these critical skills and, consequently, try to team up with others who possess them.For example, eBay founder Omidyar quickly recognized the need for execution skills, so he invited Jeff Skoll, a Stanford MBA, and Meg Whitman, a Harvard MBA, to join him. â€Å"Jeff Skoll and I had very complementary skills,† Omidyar told us. â€Å"I’d say I did more of the creative work developing the product and solving problems around the product, while Jeff was involved in the more analytical and practical side of things. He was the one who would listen to an idea of mine and then say, ‘Ok, let’s ? gure out how to get this done. ’† Skoll andWhitman professionalized the eBay Web site, added ? xed-price auctions, drove international expansion, developed new categories such as autos, and integrated important capabilities such as PayPal. Why do most senior executives excel in the delivery skills, but are only above average in discovery skills? It is vital to understand that the skills critical to an organization’s success vary systematically throughout the business life cycle. (See ? gure 1-4). For example, in the start-up phase of an innovative venture, the founders are obviously more discovery-driven and entrepreneurial.Discovery skills are crucial early in the business life cycle because the company’s key task is to generate new business ideas worth pursuing. Thus, discovery (exploration) skills are highly valued at this stage and delivery (execution) skills are secondary. However, once innovative entrepreneurs come up with a promising new business idea and then shape that idea into a bona fide business opportunity, the company begins to grow and then must pay attention to building the processes necessary to scale the idea. 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AM Page 33 33 The DNA of Disruptive Innovators The Discovery and Delivery Skills Matrix:How Innovators Stack Up To test the assertion that innovative executives have a different set of skills than typical executives, we used our innovator’s DNA assessment to measure the percentile rank of a sample of highpro? le innovative entrepreneurs (founder CEOs of companies on BusinessWeek’s list of the top one hundred most innovative companies) on both the ? ve discovery skills (associating, questioning, observing, net working, experimenting) and the four delivery or execution skills: analyzing, planning, detail-oriented implementing, and self-disciplined executing. We averaged their percentile rank scores across the ? e discovery skills to get an overall percentile rank, and then did the same thing across the four delivery skills to get an overall percentile rank. We refer to the overall percentile rank across the ? ve discovery skills as the â€Å"discovery quotient† or DQ. While intellectual quotient (or IQ) tests are designed to measure general intelligence and emotional quotient (or EQ) assessments measure emotional intelligence (ability to identify, assess, and control the emotions of ourselves and others), discovery quotient (DQ) is designed to measure our ability to discover ideas for new ventures, products, and processes.Figure 1-3 shows that the high-pro? le innovative entrepreneurs scored in the eighty-eighth percentile on discovery skills, but only scored in the ? fty-sixth perc entile on delivery skills. In short, they were just average at execution. We then conducted the same analysis for a sample of nonfounder CEOs (executives who had never started a new business). We found that most senior executives in large organizations were the mirror image of innovative entrepreneurs: they scored around the eightieth percentile on delivery skills, while scoring only above average on (continued) 100092 01 015-040 r1 go. qxp 5/13/11 9:56 AMPage 34 34 DISRUPTIVE INNOVATION STARTS WITH YOU FIGURE 1-3 Discovery-delivery skills matrix 100 (Percentile score) 75 Discovery skills Founder CEOs at innovati

A Survey of the Background and Development of English Literature from the Earliest Time to Eighteen Century

A Survey of the Background and Development of English Literature from the Earliest Time to Eighteen Century Contents 1. What is Literature? 2. Why the Knowledge of English Literature’s history is important 3. Distinct phases from Earliest to Modern Age 4. Brief survey of ages before Eighteen Century †¢ Anglo-Saxon period †¢ The Medieval period †¢ The Renaissance period †¢ The Puritan period †¢ The Restoration period 5. A panorama of Eighteen century †¢ General view of eighteen century †¢ Social aspects †¢ Religious aspects †¢ Characteristics of eighteen century †¢ Literary Critics of the age †¢ Chronology of the writers of the ageWhat is Literature? The production of written works, having excellence of form or expression and dealing with ideas of permanent interest is called literature. Literature is one of the Fine Arts like, †¢ Music †¢ Dance †¢ Painting †¢ Sculpture. As it is meant to give aesthetic pleasure rather than serve any utilitarian purpose. It consists of great writings which, what ever their subjects are , notable for literary form or expression. Life, Society and Nature are the subject matters of literature. There is an intimate connection between literature and life, which provides the raw material on which literature imposes an artistic form.Why the Knowledge of English Literature’s history is important? English literature is one of the richest literatures of the world, the literature of a great nation which has vitality, rich verity and continuity. As literature is the reflection of society, the various changes which have come about in English society, from the earliest to the modern times, have left their stamp on English literature thus in order to appreciate the true sense and taste of literature the knowledge of various phases of English literature, English society and political history of the land is essential.When we study the history of English lite rature from the earliest to modern times, we find that it has passed through certain definite phases, each having marked characteristics. These phases may be termed as â€Å"Ages† or â€Å"Periods† and divided into different section according to their characteristics. There are five ways to identify the different eras of English Literature. Distinct phases from Earliest to Modern Age: 1. Phases which are named after the Central Literary figures. †¢ Chaucer †¢ Shakespeare †¢ Milton †¢ Dryden †¢ Pope †¢ Johnson †¢ Wordsworth †¢ Tennyson †¢ Hardy : Periods named after the Rulers of the time. †¢ Elizabethan Age †¢ The Jacobean period †¢ The Age of Queen Anne †¢ The Victorian Age †¢ The Georgian Period 3: simple partitions named after literary movements †¢ Classical Age †¢ Romantic Age 4: While other after certain important historical eras as, †¢ Anglo-Saxon period †¢ The Medieval peri od †¢ The Renaissance period †¢ The Puritan period †¢ The Restoration period 5: Named by the span of Time †¢ The Seventeen Century Literature †¢ Eighteen Century Literature †¢ Nineteenth Century Literature †¢ Twentieth Century LiteratureBrief survey of ages before Eighteen Century: The Old English Period or the Anglo-Saxon Period refers to the literature produced from the invasion of Celtic England by Germanic tribes in the first half of the fifth century to the conquest of England in 1066 by William the Conqueror. During the Old English Period, written literature began to develop from oral tradition, and in the eighth century poetry written in the vernacular Anglo-Saxon (also known as Old English) appeared. One of the most well-known eighth century Old English pieces of literature is Beowulf, a great Germanic epic poem.Two poets of the Old English Period who wrote on biblical and religious themes was Caedmon and Cynewulf. The Middle English Period consists of the literature produced in the four and a half centuries between the Norman Conquest of 1066 and about 1500, when the standard literary language, derived from the dialect of the London area, became recognizable as â€Å"modern English. † Prior to the second half of the fourteenth century, vernacular literature consisted primarily of religious writings. The second half of the fourteenth century produced the first great age of secular literature.The most widely known of these writings are Geoffrey Chaucer's The Canterbury Tales, the anonymous Sir Gawain and the Green Knight, and Thomas Malory's Morte d'Arthur. While the English Renaissance began with the ascent of the House of Tudor to the English throne in 1485, the English Literary Renaissance began with English humanists such as Sir Thomas More and Sir Thomas Wyatt. In addition, the English Literary Renaissance consists of four subsets: The Elizabethan Age, the Jacobean Age, the Caroline Age, and the Commonwealt h Period (which is also known as the Puritan Interregnum).The Elizabethan Age of English Literature coincides with the reign of Elizabeth I, 1558 – 1603. During this time, medieval tradition was blended with Renaissance optimism. Lyric poetry, prose, and drama were the major styles of literature that flowered during the Elizabethan Age. Some important writers of the Elizabethan Age include William Shakespeare, Christopher Marlowe, Edmund Spenser, Sir Walter Raleigh, and Ben Jonson. The Jacobean Age of English Literature coincides with the reign of James I, 1603 – 1625.During this time the literature became sophisticated, somber, and conscious of social abuse and rivalry. The Jacobean Age produced rich prose and drama as well as the King James translation of the Bible. Shakespeare and Jonson wrote during the Jacobean Age, as well as John Donne, Francis Bacon, and Thomas Middleton. The Caroline Age of English Literature coincides with the reign of Charles I, 1625  œ 1649. The writers of this age wrote with refinement and elegance. This era produced a circle of poets known as the â€Å"Cavalier Poets† and the dramatists of this age were the last to write in the Elizabethan tradition.The Commonwealth Period, also known as the Puritan Interregnum, of English Literature includes the literature produced during the time of Puritan leader Oliver Cromwell. This period produced the political writings of John Milton, Thomas Hobbes' political treatise Leviathan, and the prose of Andrew Marvell. In September of 1642, the Puritans closed theatres on moral and religious grounds. For the next eighteen years the theatres remained closed, accounting for the lack of drama produced during this time period.The Neoclassical Period of English literature (1660 – 1785) was much influenced by contemporary French literature, which was in the midst of its greatest age. The literature of this time is known for its use of philosophy, reason, skepticism, wit , and refinement. The Neoclassical Period also marks the first great age of English literary criticism. Much like the English Literary Renaissance, the Neoclassical Period can be divided into three subsets: the Restoration, the Augustan Age, and the Age of Sensibility.The Restoration, 1660 – 1700, is marked by the restoration of the monarchy and the triumph of reason and tolerance over religious and political passion. The Restoration produced an abundance of prose and poetry and the distinctive comedy of manners known as Restoration comedy. It was during the Restoration that John Milton published Paradise Lost and Paradise Regained. Other major writers of the era include John Dryden, John Wilmot 2nd Earl of Rochester, and John Locke. The English Augustan Age derives its name from the brilliant literary period of Virgil and Ovid under the Roman emperor Augustus (27 B. C. – A.D. 14). In English literature, the Augustan Age, 1700 – 1745, refers to literature with t he predominant characteristics of refinement, clarity, elegance, and balance of judgment. Well-known writers of the Augustan Age include Jonathan Swift, Alexander Pope, and Daniel Defoe. A significant contribution of this time period included the release of the first English novels by Defoe, and the â€Å"novel of character,† Pamela, by Samuel Richardson in 1740. During the Age of Sensibility, literature reflected the worldview of Enlightenment and began to emphasize instinct and feeling, rather than judgment and restraint.A growing sympathy for the Middle Ages during the Age of Sensibility sparked an interest in medieval ballads and folk literature. Another name for this period is the Age of Johnson because the dominant authors of this period were Samuel Johnson and his literary and intellectual circle. This period also produced some of the greatest early novels of the English language, including Richardson's Clarissa (1748) and Henry Fielding's Tom Jones (1749). General vie w of eighteen century:In history English literature the period of over one hundred years from (1660-1789) is variously termed as Augustan Age, Pseudo-classical age or Neo-Classical; Age, and age of Queen Anne. Matthew Arnold as Age of Prose and Reason it is also knows as age of Good Sense, age of Good Taste and age of Right Reason. The term Augustan was chosen by the writers of eighteenth century themselves, who saw in Pope, Addison, Swift, Johnson, Burke, the modern parallels to Horace, Virgil, Cicero and other brilliant writers who made roman literature famous during the reign of Emperor Augustus.Eighteen century is called new Classical age on the account of three reasons: a) The writers of eighteen century tried to follow the noble and simple methods of great ancients like Homer and Virgil that’s why they were called Neoclassicist. b) During eighteen century there was an abundance of literary productions there for critics termed as neoclassical age. c) During this period E nglish rebelled against the exaggerated and fantastic style of writing prevalent during the Elizabethan and Puritan ages and they demanded that Poetry, Drama and Prose should follow exact rules. n this they were influenced by French writers specially Boileau and Rapin. Therefore this period is known as neoclassical age. In eighteen century there was a completion of the reaction against Elizabethan romanticism. This reaction had started in seventeen century with Denham, Waller and Drden. Eighteen Century is the age of social, political, religious and literary controversies. Critical; spirit was aboard and men stop taking things for granted. Great stress was on reason and intellect sin. Notice the difference in age between Franklin and Edwards. 706 for Franklin and 1703 for Edwards. They are only three years apart, but they live in different eras. It was a choice that they made. You can be like Jonathan Edwards even now, and some people are. Ben Franklin is part of new movement, one t hat arises in Europe then moves out from there. This is called the Enlightenment, also known as the Age of Reason or the Neo-Classical Era. –   This period goes by the names â€Å"the Enlightenment,† â€Å"the Age of Reason,† and â€Å"the Neo-Classical Age. †   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   – There was a great turning away from religion as primary way of life. People had been caught up in religious schism and sometimes outright warfare from 1534, the year Henry VIII split away from the Catholic church, until the Glorious Revolution of 1589. England now turned its attention to politics and scientific/logical analysis & reason. – Belief had been based on authority; restoration brought the scientific method. – Scientific method – beliefs should be proven through repeated experiments. Until now, one was to trust the pronouncements of some authority. In religion, you accepted the dictates of the church; in science, you would turn to a r ecognized authority like Aristotle, Ptolemy, etc.Your own experience could mislead you. Chaucer's Wife of Bath trusted experience over authority, but she was wrong to do so. In this era, she would be right. †¢ Copernicus & Galileo trusted their own experience, their observations of the stars, over the authority of Ptolemy. They concluded that the world circled the sun rather than the other way around. †¢ Newton discovered the laws of gravity, motion, & created a new branch of mathematics – calculus. A valid experiment would be repeatable. Thus others who turned telescopes toward the skies should observe the same things Copernicus & Galileo did. people wanted proof; did not want to accept an idea as true just because some person of authority said. The big name for the Enlightenment is Sir Isaac Newton. He discovered gravity; this is the calculus branch of mathematics. Newton was a great thinker. He discovered the idea of gravity that bodies attract to one another bas ed on their mass. He discovered a principle, why things fall to the earth. For Edwards, you fell to the earth because of God. Now we have another explanation, a natural explanation, it is the pull of gravity.In the religion of these people, once you discover the way that the planets move around the sun and the reason of this is gravity, then you eliminate the need for supernatural intervention. In the Ptolemaic system understood by the medieval Christian, angels were responsible for that making the sun, the moon, and the stars go around. Could an angel be up on the moon pushing it? Is there any way to disprove it? It could be possible, we cannot disprove it. Do we really think there are angels? No, because gravity was a sufficient explanation. We do not need the angels anymore; we have gravity now.They could be there but they aren’t necessary. In the idea of cutting away that which is unnecessary, moving from that which is complex to that which is simple in science is not as Occam’s razor. Occam was an English priest and a scientist. Occam’s razor is the idea that you cut away any unneeded part of your hypothesis. The thrust of Enlightenment was to search for natural explanations for things in the scientific method. The idea of supernatural becomes something of a scandal, something of a great difficulty; why would God need to intervene?If Mars was doing loops out there, then God would need to do so, but He made a more simple and elegant system which operates on its own. The universe is like a giant clock and God is the master clock maker. In this period, they loved to make clocks. Clocks were emblematic of the universe. You could tell time by the way the planets move around the sun. They’re only in this position every so many years. Based on that, if you’ve been out time traveling and you come flying into the Solar System, you can take a snapshot of where the planets are and figure out when it is.It moves like a giant clock a nd they were discovering this. These aren’t random or odd motions up in the sky, they are very regular. So God created a world that operates according to laws, natural law. This means that He does not need to intervene. They had their own sort of religious expression. They were called the Deists. Deism is sort of a natural religion. That is it’s based on observation of what we can see. Another element of this Enlightenment is the idea that we should be able to see the evidence for ourselves and judge it for ourselves. A movement away from authority.Before, if you wanted to prove a scientific theory, you would consult Hypocrites and Aristotle. You would put together your quotations, and it’s proven because you quoted the proper authorities. In religious matters, you quote the Bible, and the Bishops, and the theologians, the proper authorities. Now they say move toward your own individual ability. We see that somewhat also in the early stages of the Puritan moveme nt, but this is expressed very differently. If I turn down a light switch, it will turn the light off. If you turn the switch, will it do the same thing?If it is scientifically valid, it is universal; anybody can turn the light off. The one thing an experiment has to be is repeatable. The idea of special revelation goes away. We now have the appeal to general revelation. The goal is to have a religion based on stuff that is accessible to all of us. You don’t have to be in a certain place at a certain time; anybody anywhere can repeat this experiment. Social aspects: There was a rise of a trading community in the early eighteen century England. Most of the traders were Whigs and most of the landed gentry and nobility were Tories.The clash between these two parties was not only political but social two. Eighteen century is known in the social history of England for the rise of the middle classes with the unprecedented rise in trade and comers the English were becoming increasin gly wealthy and many hither to poor people were finding theme selves in the rank of respectable burgesses. These nouveaux riches were desirous of giving themselves and aristocratic touch by appearing to be learned and sophisticated like there traditional social superiors- the landed gentry and nobility.This class of readers had hitherto been neglected by high brow writers. the literary works previous to the eighteen century were almost in variably meant to be the reading of the higher strata of society. Only popular literature such as Ballad, catered for the lower rungs. The up and coming middle classes of the eighteen century demanded some new kind of literature which should be in conformity with there temper and be designed as well to voice there aspirations as to cater for there taste. England was than becoming a country of small and big traders and shop keepers.Some new type of literature of literature was demanded and this new type must expressed the new idle of the eighteen ce ntury, the value and the importance of the individuals life to tell men, not about knights to kings but about themselves, about their own thoughts and motives and struggles and the results of action upon their own characters. Religious aspects: The fact that religion is not only concerned with spirituality and morality but also with physical and psychological health is reflected in the teaching of most religious traditions in the world.Eighteen century was the age of the speared of natural religion or Deism. Deists believed in the existence of God but disbelieved in any revealed religion, not excepting Christianity. Even in religion, reason and nature ruled the roost. People were also talking about† natural morality† the doctrine of the reason loving deists were repudiated by arthropods ethnologists. Characteristics of eighteen century: 1. Reason and rationality 2. Realism and precision 3. Rise of periodical press 4. Rapid development of prose 5. Prosaic poetry 6. August an themes 7. Development of satire 8.Evolution of novel 9. Deficient in drama Reason and rationality: Pope and his followers gave much importance to reason in their modes of thinking and expressing. In the eighteen century reason was exalted. The main characteristic of neoclassical age is a general searching after rationality. This search which started in the age of Dryden culminated in the age of Pope. This reign of reason and common sense continued in to the middle of the century when the new ides and voices appeared and the precursors of the English romantics of the nineteenth century appeared on the scene.Al the important writers of the neoclassical age Swift, Pope and Dr. Johnson glorified reason. Realism and precision: The two main characteristics of the restoration period-Realism and precision were carried to further perfection during eighteen century. They are found in their excellent form in the poetry of Pope who perfected the heroic couplet and in the prose of Addison who developed it into a clear, precise and elegant form of expression. Rise of Periodical press: With the rise of the periodical press in the begging of the eighteen century, the essay took a long stride forward.Addison and Steele wrote social essays, their aim was social reform and to censor the manners and morals of the age, more particularly the frivolities of the female sex. Rapid development of prose: As eighteen century was the age of social, political and literary controversies in which the prominent writers took an active part and the large number of pamphlets, journals and magazines were brought out in order to cater to the growing need of the masters, who had began to read and take interest in these controversial matters.Poetry was considered inadequate for such a task and hence there was a rapid development of prose. Prosaic poetry: Infect poetry also had become prosaic because it was no longer used for lofty and sublime purposes but like prose its subject matter had become criticism , satire, controversy and it was also written in the form of essay which was the common literary form. The chief glory of the age was therefore not poetry but prose. It was the age of satiric and argumentative and reflective poetry. Hardly any lyric or sonnet worth mentioning belongs to the period.There is a growth of artificial poetic diction, and the language of poetry is cut off from the language of everyday use. Artificial themes: The Augustan literature was mainly intellectual and rational, deficient in emotion and imagination. It dealt exclusively with the artificial life of the upper classes of the city of London and its form and diction was as artificial as its theme. It had no feeling for nature and no feeling for those who lived out side the narrow confines of fashion able London society. Development of satire:Satire developed as a form of literature during this age. Mostly prose writers wrote satires on the contemporary issues. The aim was the social reformation and to criticize the attitudes and behaviors of the age. The Whigs and the Torries members of the two important political parties which were constantly contending to control the government of the country- used and rewarded the writers for satirizing their enemies and undermining their reputation. Evolution of novel: New literary form novel was developed.Realism of the age and development of the excellent prose style helped in the evolution of the novel. Between the period (1740 and 1800) novels of all kinds were written. Four main novelists of the eighteen centuries are Richardson, Smollett, Sterne and Fielding. Deficient in drama: Eighteen century was deficient in drama because the old puritanic against the theater continued and the court also withdrew its patronage. Gold Simith and Sheridan were the only writers who produced plays having literary merit. Literary Critics of the age:According to Oxford new English dictionary criticism is defined as† the art of estimating the qualities and character of literary or artistic work†. It also quotes Dryden’s definition of criticism as â€Å"a stander of judging well†. â€Å"Whoever thinks a faultless piece to see, Thinks what ne'er was, nor is, nor e'er shall be. † (From An Essay on Criticism) Three major critics of the neoclassical age are Dryden, Pope, and Johnson. Dryden as a critic: As a student of the principles of criticism, Dryden broke entirely new grounds.He penetrated more deeply then any critic had yet done into the problem of the character of poetry, and the function and meaning of a conscious work of art. In his work we have not only criticism, but criticism becoming conscious of itself, analyzing its objects with sympathy and understanding, and knowing its purpose. He always had an open mid on all literary problems and refused to be influences by the pronouncements of the French critics like Boileau, who were bent on curtailing the freedom of literary composition as we ll as judgment.He found no harm in the mixture of tragedy and comedy which some English dramatists had attempted, nor did he blame the â€Å"variety and copiousness† of the English plays, simply because they did not conform to the French ideal of singleness of plot. Even to Aristotle he refused to render servile obedience. Though living in the age when Aristotle’s theories were widely admired, he had the courage to declare† â€Å"it is not enough that Aristotle had said so, for Aristotle drew his models of tragedy from Sophocles and Euripides; and, if he had seen ours, might have changed his mind. Dryden was the first critic to introduce the nation that literature is an organic force which develops with the development of a nation. It is not a static but dynamic force which expresses the impulse of each new age in a manner suited to its growth, and changes according to the change in the disposition of the people. The critic, therefore, should study the literatur e of an age in the context of its environment, and not follow blindly the rules laid down by the ancient critics like Aristotle.This, no doubt, was a revolutionary development in the field of criticism which in the seventeenth century was dominated by the classical school of critics. Though Dryden expressed his critical opinions in the prefaces to his own literary productions, in critical studies of great writers, as well as in some critical essays as Apology for Heroic Poetry, yet his greatest critical work in his famous. An essay of Dramatic Poesy (1668). It is the most ambitiously constructed critical document of his career and the most important for general literary theory.In his famous Essay,(on Dramatic poesy) Dryden has discussed a number of literary problems, but his main contribution to literary criticism is his further exploration of the principles of imitation and instruction. For Plato the poet’s world being a second-hand imitation of reality was worthless; for Ar istotle the poet could achieve a reality more profound than we meet in ordinary experience, by the proper selection and organization of incident; for Sidney, the poet created a world better than the real world, and thereby exerted an ennobling influence on his readers.None of these critics suggested that there is still another way in which a poet can deal with life, and that is to present it as it is. It was Dryden who made this obvious statement that a play or literature in general is â€Å"a just† or thoughtful image of human life. â€Å"a just and lively image of human nature, representing the passions and humors, and the changes of fortune to which it is subject, for the delight and instruction of making†. His achievement as a critic is, no doubt, considerable; and despite his lack of system, his inconsistencies and digressions, he has something substantial to offer to his own and later ages.He make an effective us of the psychological, comparative and historical m ethods in forming literary judgments. He was the first to point out the facts that time was the final test of literary values, and also to illustrate this doctrine by revealing fresh â€Å"beauties† as three of the greatest English poets – Chaucer, Spenser and Shakespeare. Though the was influenced by the critical doctrines of the ancients, yet he assimilated only those influences which found a response in his own nature and temperament.The secret of Dryden’s greatness as a critic lay in his native sensibility which made him keenly aware of artistic values, and helped him arrive at a dispassionate psychological analysis of those values. His judgment of Shakespeare and Chaucer was based on his own instructive reaction submitted to the test of Nature or reason, rather then on formal rules. It resulted from an imaginative sympathy and not merely from intellect. His criticism of literature was synthetic rather than analytical, and therefore he could view the effects observed with a critical insight which was akin to the creative vision.It helped him penetrate to the heart of things and find meaning and coherence in the multiplicity of those effects. Pope as a Critic: Pope’s major work was a series of four â€Å"Moral Essays† and a work which had nothing to do with satire, the Essay on Man. this last work deals mainly with the place of humankind with respect to the Creator, to his place in Creation, and his happiness. Some of the sentiments (notably those at the beginning of Epistle II) have justly become axiomatic: The Essay on Man was to have formed part of a series of philosophic poems on a systematic plan.The other pieces were to treat of human reason, of the use of learning, wit, education and riches, of civil and ecclesiastical polity, of the character of women Popes next publication was the Essay on Criticism, written two years earlier, and printed without the author’s name. In every work regard the writers end is on e of its sensible precepts, and one that is often neglected by critics of the essay, who comment upon it as if Popes end had been to produce an original and profound treatise on first principles.His Essay on Criticism established Pope as a significant poetic voice. It also prompted the first of many printed, personal attacks. John Dennis, a prominent critic whom Pope ridiculed in the Essay, aimed his venomous response at Pope’s ailing body, his character, and his religious faith. Joseph Addison, on the other hand, praised Pope for both insight and execution, and Samuel Johnson later hailed the poem for exhibiting â€Å"every mode of excellence that can embellish or dignify didactic composition† (Life of Pope).Windsor-Forest, The Rape of the Lock, and The Temple of Fame followed and confirmed Pope’s place among celebrated poets, a place marked again by the publication of The Works of Mr. Alexander Pope. Pope was only 29. The poetic essay was a relatively new genr e, and the â€Å"Essay† itself was Pope's most ambitious work to that time. It was in part an attempt on Pope's part to identify and refine his own positions as poet and critic, and his response to an ongoing critical debate which centered on the question of whether poetry should be â€Å"natural† or written according to predetermined â€Å"artificial† rules inherited from the classical past.His aim was simply to condense, methodize, and give as perfect and novel expression as he could to floating opinions about the poet’s aims and methods, and the critics duties, to what oft was thought, but near so well expressed . The town was interested in belle’s letters, and given to conversing on the subject; Popes essay was simply a brilliant contribution to the fashionable conversation Dr. Samuel Johnson: Samuel was such a dominant literary figure in the second half of the eighteenth century that the period has sometimes been called the Age of Johnson, liv ed most of his adult life in London.Until the crown granted him a pension in 1763, he had to support himself by his literary activity, including major projects such as the Dictionary of the English Language (1755) and his edition of the plays of Shakespeare (1765), as well as periodical essay series such as the Rambler (1750-52) and the Idler (1758-60), other separate publications such as the poem The Vanity of Human Wishes (1749) and the tale Rasselas (1759), and miscellaneous writing, mainly for a variety of periodicals. His last major literary project was the series Lives of the Poets (1779-81). whose still living writings are always ignored, a great honest man who will remain forever a figure of half fun because of the leechlike adoration of the greatest and most ridiculous of all biographers. For it is impossible not to believe that, without Boswell, Johnson for us today would shine like a sun in the heavens whilst Addison sat forgotten in coffee houses. † (from The March of Literature, 1938) – Although best remembered as the compiler of the first comprehensive English dictionary, Dr. Johnson was more than a scholar.Born at Lichfield and educated at Lichfield Grammar School and Pembroke College, Oxford, he moved to London in 1737 with his wife, Tetty, who was twenty years his senior, and began to earn a living as a journalist and critic, whilst working on plays, poetry and biographies. Johnson began A Dictionary of the English Language in 1747, but did not complete it until 1755. It made his name, but not his fortune. Another of his major works, the satire Rasselas (1759), was written specifically to raise money to pay for his mother's funeral.Johnson was at the centre of a literary circle which included such figures as Oliver Goldsmith, Edmund Burke and David Garrick. . Essays on his main works are complemented by thematic discussion of his views on the experience of women in the eighteenth century, politics, imperialism, religion, and trave l as well as by chapters covering his life, conversation, letters, and critical reception. Useful reference features include a chronology and guide to further reading.The keynote to the volume is the seamlessness of Johnson’s life and writing, and the extraordinary humane intelligence he brought to all his activities. Accessibly written by a distinguished group of international scholars, this volume supplies a stimulating range of approaches, making Johnson newly relevant for our time. Despite the consistency of his critical principles, Johnson's criticism is also very sensitive to the special circumstances of its origin. He unashamedly wrote to earn money.The form in which he wrote were those demanded by the occasion, and what he wrote was adapted to what was appropriate for that form. Johnson was willing to recalculate work already on hand, and sometimes this work may seem out of place in its new setting; but when composing he was keenly sensitive to what was appropriate to his present occasion. A reader approaching Johnson's criticism needs to cultivate an understanding of the demands set by each kind of piece that he wrote–prefaces, dedications, lives, notes, reviews, and separate essays.The reader also needs, if possible, to develop some sense of the context of literary discussion Johnson is joining, for although the particular topics he treats may be largely determined by this context, he is often much less explicit than a modern scholar would be about providing references to orient his reader in the controversy. His Shakespeare criticism provides a good example of most of these observations.While we are liable to find anywhere in it those gnomic statements that grow out of a full knowledge of literature and life, without a proper sense of the whole piece in which they occur we will not have a true idea of the weight Johnson intended them to have. Chronology of the writers of the age: Following is the list of the prominent writers of the ag e and their major works. 1. Daniel Defoe(1660-1731) for Robinson Crusoe 2. John Arbuthnot(1667-1735) for History of John Bull 1712 3. Jonathan Swift(1667-1745) for Gulliver’s Travels , A Tale of Tub . Addison(1672-1719) for the Spectator 5. Steele(1672-1729) for The Tatler 6. Alexander Pope(1688-1744) for Dunciad, Rape of The Lock 7. Dr. Johnson(1709-1784) for Preface to Shakespeare, Lives of the Poets 8. Oliver Gold Smith(1730-1774) for The Citizen of The World 9. Charles Churchill(1731-1864) 10. Edmund Burke(1729-1797) Main Novelist of Eighteenth Century: 1. Richardson(1689-1761) for Pamela 2. Fielding(1707-54) for Joseph Andrews 3. Smollett(1721-71) for Roderick Random 4. Sterne(1713_68) for Tristram Shandy