{"id":35715,"date":"2026-11-04T13:41:20","date_gmt":"2026-11-04T12:41:20","guid":{"rendered":"https:\/\/esbri.se\/?p=35715"},"modified":"2026-11-04T13:41:20","modified_gmt":"2026-11-04T12:41:20","slug":"book-tip-leading-innovation-across-borders","status":"publish","type":"post","link":"https:\/\/esbri.se\/en\/book-tip-leading-innovation-across-borders\/","title":{"rendered":"BOOK TIP | Leading Innovation Across Borders"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">Coming up with new ideas can be difficult, but making them work in practice and scaling them up is even harder. In <em>Genius at Scale,<\/em> Linda A. Hill, Emily Tedards, and Jason Wild explore what leadership requires when innovation moves from idea to implementation. The authors\u2019 starting point is that it is rarely enough for a single person or organization to drive the process on their own. They describe how innovation, instead, emerges through collaboration, experimentation, and learning. In this process, people with different experiences and perspectives come together.<\/p>\n\n<p class=\"wp-block-paragraph\">The book is based on studies of leaders in various parts of the world and across a range of industries. Based on their approaches to work, the authors identify three roles: the architect, the bridge-builder, and the catalyst. The architect creates the conditions for employees to collaborate, experiment, and learn, primarily within their own organization. The bridge-builder, on the other hand, looks beyond the organization\u2019s boundaries. Their task is to bring together stakeholders with different skills and interests. For the catalyst, the context is even broader: an ecosystem where multiple stakeholders need to contribute to the same change.<\/p>\n\n<p class=\"wp-block-paragraph\">The authors also describe the friction that arises when people and organizations with different goals, working methods, and experiences are called upon to collaborate on innovation. In this context, they highlight trust and the ability to manage constructive conflicts as key elements of the innovation process. According to the authors, these differences do not need to be eliminated. Instead, they can help ideas clash and evolve.<\/p>\n\n<p class=\"wp-block-paragraph\">Mastercard is one such example. When Ajay Banga became CEO, the company was facing a rapidly changing payments landscape. The authors describe how the innovation efforts involved a shift in internal culture and collaborations with, among others, technology companies and startups. In addition, there was a broader effort with external stakeholders focused on financial inclusion. According to the authors\u2019 description, Banga and his colleagues thus moved between all three roles.<\/p>\n\n<p class=\"wp-block-paragraph\">Other examples are drawn from companies such as Pfizer, Procter &amp; Gamble, and Delta Air Lines, as well as organizations and entrepreneurs in several countries. A recurring theme in the book is that a leader\u2019s role is not to get others to follow a predefined vision. Nor are the three roles fixed positions. The same person can move between them depending on what the innovation process requires. The authors describe the leader\u2019s role as creating the conditions for more people to contribute as ideas are developed, tested, and put into practice. They emphasize that this becomes particularly important when an innovation is to be disseminated and stakeholders outside one\u2019s own organization need to be included.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Coming up with new ideas can be difficult, but making them work in practice and scaling them up is even harder. In Genius at Scale, Linda A. Hill, Emily Tedards, and Jason Wild explore what leadership requires when innovation moves from idea to implementation. The authors\u2019 starting point is that it is rarely enough for a single person or organization to drive the process on their own. They describe how innovation, instead, emerges through collaboration, experimentation, and learning. In this process, people with different experiences and perspectives come together.<\/p>\n","protected":false},"author":4,"featured_media":35709,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[121,404],"tags":[126,816,817,122,154],"class_list":["post-35715","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-bookreviews","category-visa-deepl","tag-book-tips","tag-ide","tag-idea","tag-innovation-en","tag-leadership"],"acf":[],"_links":{"self":[{"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/posts\/35715","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/comments?post=35715"}],"version-history":[{"count":2,"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/posts\/35715\/revisions"}],"predecessor-version":[{"id":35717,"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/posts\/35715\/revisions\/35717"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/media\/35709"}],"wp:attachment":[{"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/media?parent=35715"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/categories?post=35715"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/esbri.se\/en\/wp-json\/wp\/v2\/tags?post=35715"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}