Serious Play: How the World's Best Companies Simulate to Innovate [Englisch] [Gebundene Ausgabe]

Forget the old saying, all work and no play. World-class companies today need play--serious play--if they want to make truly innovative products, argues Michael Schrage, an MIT Media Lab fellow and Fortune magazine columnist. In Serious Play he writes, "When talented innovators innovate, you don't listen to the specs they quote. You look at the models they've created". Whether it's a spreadsheet that tests a new financial model or a foam prototype of a calculator, what interests Schrage is not the model itself, but the behaviour that play--be it modelling, prototyping, or simulation--inspires.

Schrage examines the approaches to successful prototyping at companies such as AT&T, Boeing, Microsoft and DaimlerChrysler and describes the kind of culture that's needed for encouraging innovation. In the last chapter, he lays out the 10 rules of serious play, including: be willing to fail early and often; know when the costs outweigh the benefits; know who wins and who loses from an innovation; build a prototype that engages customers, vendors and colleagues; create markets around prototypes; and simulate the customer experience. Well written and inspiring, Serious Play, is a first-rate user's guide for managers, project leaders and other innovators. --Dan Ring, Amazon.com

Recall the old saying about all work and no play making Jack a dull boy? World-class companies today need play--serious play--if they want to make truly innovative products, argues Michael Schrage, an MIT Media Lab fellow and Fortune magazine columnist. In Serious Play he writes, "When talented innovators innovate, you don't listen to the specs they quote. You look at the models they've created." Whether it's a spreadsheet that tests a new financial model or a foam prototype of a calculator, what interests Schrage is not the model itself, but the behavior that play--be it modeling, prototyping, or simulation--inspires.

Schrage examines the approaches to successful prototyping at companies such as AT&T, Boeing, Microsoft, and DaimlerChrysler and describes the kind of culture that's needed for encouraging innovation. In the last chapter, he lays out the 10 rules of serious play, including: Be willing to fail early and often; know when the costs outweigh the benefits; know who wins and who loses from an innovation; build a prototype that engages customers, vendors, and colleagues; create markets around prototypes; and simulate the customer experience. Well-written and inspiring, Serious Play, is a first-rate user's guide for managers, project leaders, and other innovators. --Dan Ring

At such firms as Walt Disney, Microsoft, 3M, Sony, and Hewlitt-Packard, serious play is serious work. Schrage, a research associate at MIT Media Lab and columnist for Fortune, sets out to explore "serious play," which he defines as creative improvisation in corporations. Serious play is taking place worldwide, and it uses such "toys" as models, simulations, and prototypes. With the development of sophisticated technology, the distinction among these three toys has blurred, and they all are used as an effort to recreate some aspect of reality that matters; their real value is the insight they provide an organization. The irony of innovation in any field, especially the most competitive, is that you can't be a serious innovator unless you are willing to play--which means seriously investing in the challenge of confronting the uncertainties that future markets will bring by rigorously questioning and revising the rules. This is a "must read" book. Mary Whaley

"Serious Play" is about serious work: how the world's leading companies model, prototype, and simulate to innovate. Increasingly, prototypes are the key platforms and models are the core media for managing risk and creating value. They allow for cost-effective creativity, encourage profitable improvisation, and inspire organizations to collaborate in unexpected ways. "Serious Play" is a crisply written handbook for product, process and project leaders who are determined to manage their innovation initiatives successfully. As digital technologies for modeling and simulation offer more value for less money, they provoke fundamental challenges to organizational culture and design. MIT research associate, Michael Schrage asserts that conventional wisdom surrounding innovation gets turned inside out: what innovative companies choose not to model often proves more important than what they do. Contrary to the popular assumption that innovative teams generate innovative prototypes, in fact innovative prototypes generate innovative teams. How innovators play with their models and simulations invariably matters far more than what they actually plan. In fact, Schrage shows why innovative firms cannot seriously plan unless they seriously play. Drawing upon a range of companies as diverse as Walt Disney, Boeing, Merrill Lynch, General Electric, IBM, IDEO, Microsoft, Royal Dutch Shell, DaimlerChrysler and American Airlines, Schrage identifies the common patterns and practices that distinguish productive prototyping cultures from pathological ones. He explores the intimate connection between how leading innovators model reality and how they actually manage it. He examines prototyping failures as rigorously as he explains prototyping successes. The essential message of "Serious Play" is that tomorrow's innovations will increasingly be the byproduct of how companies and their customers behave - and misbehave - around this new generation of models, prototypes, and simulations. The distinction between serious play and serious work dissolves as technology gives innovators ever-increasing opportunities to simulate and prototype their ideas. As the media for modeling radically change, so will the organizations that use them. With real-world examples and engaging anecdotes, Schrage argues that the future of prototyping is the future of innovation. A User's Guide included in the book helps readers quickly take away the innovation practices profiled throughout. A landmark book by one of the most perceptive voices in the field of innovation, "Serious Play" will lay serious claim to the hearts and minds of forward-looking business managers.

"Serious Play" is about serious work: how the world's leading companies model, prototype, and simulate to innovate. Increasingly, prototypes are the key platforms and models are the core media for managing risk and creating value. They allow for cost-effective creativity, encourage profitable improvisation, and inspire organizations to collaborate in unexpected ways. "Serious Play" is a crisply written handbook for product, process and project leaders who are determined to manage their innovation initiatives successfully. As digital technologies for modeling and simulation offer more value for less money, they provoke fundamental challenges to organizational culture and design. MIT research associate, Michael Schrage asserts that conventional wisdom surrounding innovation gets turned inside out: what innovative companies choose not to model often proves more important than what they do. Contrary to the popular assumption that innovative teams generate innovative prototypes, in fact innovative prototypes generate innovative teams. How innovators play with their models and simulations invariably matters far more than what they actually plan.

In fact, Schrage shows why innovative firms cannot seriously plan unless they seriously play. Drawing upon a range of companies as diverse as Walt Disney, Boeing, Merrill Lynch, General Electric, IBM, IDEO, Microsoft, Royal Dutch Shell, DaimlerChrysler and American Airlines, Schrage identifies the common patterns and practices that distinguish productive prototyping cultures from pathological ones. He explores the intimate connection between how leading innovators model reality and how they actually manage it. He examines prototyping failures as rigorously as he explains prototyping successes. The essential message of "Serious Play" is that tomorrow's innovations will increasingly be the byproduct of how companies and their customers behave - and misbehave - around this new generation of models, prototypes, and simulations. The distinction between serious play and serious work dissolves as technology gives innovators ever-increasing opportunities to simulate and prototype their ideas. As the media for modeling radically change, so will the organizations that use them.

With real-world examples and engaging anecdotes, Schrage argues that the future of prototyping is the future of innovation. A User's Guide included in the book helps readers quickly take away the innovation practices profiled throughout. A landmark book by one of the most perceptive voices in the field of innovation, "Serious Play" will lay serious claim to the hearts and minds of forward-looking business managers.

Michael D. Schrage is a research associate at the MIT Media Lab, A Merrill Lynch Forum Innovation Fellow and a columnist for Fortune magazine.