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The play is interesting because Aeschylus presents Xerxes, a foreign invader, as exhibiting the same sort of hubris that afflicts the greatest of mythological heroes in these Greek tragedies. Laud and honor is given the Athenians for defeating the Persians in battle, but Aeschylus surprisingly provides a look at the Persian king's culpability in the downfall of his empire. There is a reference in the play to the tradition that Xerxes was descended from Perseus (for whom the Persian race was therefore named), but even so it seems quite odd to turn him into a traditional Greek tragic hero. Aeschylus had fought the Persians at the Battles of Marathon and Salamis, which certainly lends authenticity to his description of events.
Aeschylus won the festival of Dionysus in 472 B.C. with the tetralogy of "Phineus," "The Persians," "Glaucus of Potniae," and the satyr play "Prometheus the Fire-Kindler." Phineas was the king who became the victim of the Harpies, while this particular Glaucus was the son of Sisyphus and the father of Bellerophon who was torn to pieces by his own mares. Consequently, this particular tetralogy clearly has the theme of kings brought down by their own folly. But even within that context, the fact that Aeschylus would write of a historical rather than legendary figure, not to mention a Persian rather than a Greek, remains more than a minor historical curiosity.
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1. They should have had much more in-depth data, why stick so much to the surface ?
2. Is their overview of ways to deal with radical innovation comprehensive ?
Seen the impressive list of authors and the impressive research they've done the book is disappointing. Maybe because they were limited on what they could disclose, time pressure etc.
To learn more about dealing with radical innovation I recommend the books 'Corporate Venturing, 'Intrapreneuring', 'Webs of Innovation', 'The Innovators Dilemma'.
So should you read 'Radical Innovation ? Well if you're active in the field it should be on your shelves, otherwise I wouldn't spend my dollars on it.
The subtitle of this book ("How Mature Companies Can Outsmart Upstarts") reminds me of Jack Welch's comments when explaining why he admires "small and sleek" companies:
"For one, they communicate better. Without the din and prattle of bureaucracy, people listen as well as talk; and since there are fewer of them they generally know and understand each other. Second, small companies move faster. They know the penalties for hesitation in the marketplace. Third, in small companies, with fewer layers and less camouflage, the leaders show up very clearly on the screen. Their performance and its impact are clear to everyone. And, finally, smaller companies waste less. They spend less time in endless reviews and approvals and politics and paper drills. They have fewer people; therefore they can only do the important things. Their people are free to direct their energy and attention toward the marketplace rather than fighting bureaucracy."
For those who seek radical innovation in so-called "mature" companies, the challenges which the authors of this book identify are obviously much greater than they are for those in the "small and sleek" companies which Welch admires. A majority of upstarts pursue a "judo strategy" (in one form or another) because they lack the resources of their much larger competitors. (David had no chance if he wrestled Goliath.) For that reason, they cannot afford incremental innovation. They must take bold, decisive action when and where it will have the greatest impact.
When explaining what they call an "imperative," the authors of this book make a critically important distinction: "...incremental innovation usually emphasizes cost or feature improvements in existing products or services and is dependent on exploitation competencies. In contrast, radical innovation concerns the development of new businesses or product lines -- based on new ideas or technologies or substantial cost reductions -- that transform the economics of a business, and therefore require exploration competencies." This is indeed a key distinction.
Much of the material in this book was generated by the authors' research over a period of five years (1995-2000) which followed the development and commercialization activities of 12 radical innovation projects in 10 large, established ("mature") firms. For the authors, a radical innovation project must have the potential to produce one or more of these results: an entirely new set of performance features, improvements in known performance features of five times or greater, and/or a significant (i.e. 30% or more) reduction in cost. What the authors learned from the research serves as the foundation of their conclusions; also of what they recommend to those who seek radical innovation in their own organization. All of the ideas presented are anchored in an abundance of real-world experience. Although this brilliant book's greatest value may be derived by decision-makers in "mature" companies, I think substantial value can also be derived by decision-makers in the "upstarts" with which such companies as DuPont, General Electric, General Motors, IBM, and Texas Instruments will continue to compete. One final point: All of the "mature" companies discussed in this book were once "upstarts" themselves. How revealing that all of them are now so hard at work on regaining or preserving certain competitive advantages which once served them so well.
The authors present a list of 7 challenges that face the radical innovator and then they provide the competencies, or skills, that are necessary to meet these challenges. Throughout the text, real-life examples from well-known firms help the reader to understand how these challenges come about, and to even recognize a challenge should it present itself. The examples do tend to focus on radical innovations that are new technological products, but the recommendations could also be applied to other new ideas such as new management systems or organizational structures.
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The book is still a fascinating read, and well worth your money. There aren't many books to be found that focus so effectively on the devil in art, and this is a good one.
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Living on the Edge runs through several different scenarios that describe the various reasons one might turn to welfare. Many theories about how poverty and welfare fit into society are presented with a logical compare and contrast narrative included. The book also depicts the daily struggle that an individual or family that is living in poverty must go through and what efforts are made to get-off of the program. After all of the differences between causes and effects of welfare recipiency that are described, it is interesting to read that there are striking similarities between those Rank interviewed. It seems that all of the interviewed welfare recipients would prefer to be financially independent. They also all seem to have the common bond of a dream that their lives could someday be more than what it is today.
The format of Living on the Edge is consistent and clearly written from chapter to chapter, making it an easy read and easy to grasp Rank's main points. I would recommend this book to anyone who wonders what might be going through the mind of someone living through poverty and then turning to the welfare system. This book will provide a view quite different from that, which is portrayed in the mainstream media.
It is really amazing to realize that the majority of welfare recipients don't like being on welfare. They would like to have a job as much as the average American. Most of these people have come upon economic or family hardships and the welfare system is a temporary strap to hold them up.
The book presents many ideas which are contradictory to popular opinions and views. This book has really changed many of my views about welfare recipients and those that are economically challenged.
I recomend that anyone who believes that welfare recipients are lazy, unmotivated, and parasites on society reads this book. It really is a wake up call !
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A science-themed comic is especially appropriate, as the art-text combination inherent to comics would seem perfect for conveying complex/cosmic ideas. This collection features some terrific artists - notably Bernie Mireault, David Lasky, Colleen Doran and Sean Bieri - but I was a bit disappointed in the writing. Ottaviani's stories so intent on being unorthodox and different that they instead become meandering and confusing. Oftentimes I was unsure of what exactly was at stake for each story and why we should care about what was being told. And I would expect to actually learn more about SCIENCE in such a book. Also, the organization of the book into seemingly random sections, and the clumsy, unimaginative publication design diminished the effect.
I give the book high marks for effort, nice artwork, and the especially interesting portraits of Richard Feynman, but overall I'd rate "Two-Fisted Science" a noble failure.
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It is full of moonlight, spiderwebs and golden raintrees. If this book were visual art it would be a William Morris wallpaper.
It is full of the sadness and glory of the Sirens chapter of Ulysses. It has the heartbreaking beauty of nostalgia . It has the life affirming strangeness of Moby-Dick. It is like a thousand other things and utterly itself.
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