Return to Books

    Best Practices Are Stupid

    40 Ways to Out-Innovate the Competition

    By Stephen Shapiro

    Published 09/2011



    About the Author

    Stephen M. Shapiro is a renowned expert in the field of innovation, known for his unconventional and highly effective approaches. His extensive experience includes leading a 20,000-person process and innovation practice during his 15 years at Accenture. He is also the author of several influential books, including Personality Poker. Shapiro’s innovative methodologies have aided organizations such as Staples, General Electric, Telefonica, NASA, the U.S. Air Force, and USAA. His unique perspective on continuous innovation challenges conventional wisdom and encourages companies to consistently stay ahead of the competition.

    Main Idea

    In Best Practices Are Stupid, Stephen M. Shapiro argues that the conventional methods of fostering innovation are often counterproductive. Instead of treating innovation as a sporadic event, Shapiro advocates for an ongoing, systematic approach embedded in the organizational culture. He challenges the reliance on traditional best practices, suggesting that they often lead to mediocrity and stifle true innovation. Through 40 counterintuitive strategies, Shapiro provides a roadmap for organizations to innovate more effectively and sustainably, ensuring they remain competitive in an ever-changing market.

    Table of Contents

    1. Introduction
    2. Innovation as a Continuous Process
    3. The Myth of Best Practices
    4. Engaging the Right People
    5. Defining Challenges Clearly
    6. Increasing Creative Output
    7. Innovating Through Processes and Strategies
    8. Harnessing Technology for Innovation
    9. Conclusion

    Introduction

    The premise of Shapiro’s book is that much of what organizations believe about innovation is fundamentally flawed. He opens by debunking the myth that innovation is best driven by asking employees for their ideas, as this often results in a flood of impractical suggestions and organizational noise. Instead, Shapiro introduces the concept of continuous, structured innovation as a means to stay ahead of the competition. This approach involves embedding innovation into the very fabric of an organization, making it a constant and integral part of the business strategy.

    Innovation as a Continuous Process

    Shapiro emphasizes that innovation should not be seen as a one-time event but as a continuous process that permeates the organization. He outlines three levels of innovation:

    1. Innovation as an Event: This is where most companies start, holding brainstorming sessions or contests to generate ideas. However, the gap between idea generation and implementation often leads to inefficiencies and missed opportunities.
    2. Innovation as a Capability: Here, companies put in place structures and processes to define problems, generate solutions, and implement them effectively. This approach makes innovation more systematic and repeatable.
    3. Innovation as a System: The ultimate goal is to create an environment where innovation is embedded in every aspect of the business. Employees continuously seek to improve and innovate, leading to ongoing value creation.

    Shapiro argues that achieving the third level, where innovation is systemic, is crucial for long-term success. He draws parallels with Charles Darwin's theory of natural selection, suggesting that it is not the strongest or wealthiest companies that survive, but those that can adapt and evolve.

    The Myth of Best Practices

    Shapiro takes a bold stance against the reliance on best practices, which he argues can lead to mediocrity. He cites the example of Progressive Insurance, which chose to innovate by creating the Immediate Response Vehicles, a unique industry offering, instead of copying competitors' best practices. Shapiro points out that blindly following best practices is a game of catch-up, not a strategy for leading the market.

    He identifies areas where best practices can be useful, such as core and support functions that should run efficiently. However, he stresses that for differentiating capabilities, innovation must be unique and not based on what others are doing. Cross-industry best practices can sometimes be revolutionary, as illustrated by Southwest Airlines benchmarking an Indianapolis 500 pit crew to improve plane turnaround times.

    Engaging the Right People

    Shapiro highlights the importance of engaging the right mix of people to unleash a team’s full potential. He argues that expertise can sometimes hinder breakthrough thinking, as experts tend to have fixed ideas. For instance, Unilever developed a novel toothpaste by drawing on knowledge from its laundry detergent division, demonstrating the power of cross-disciplinary collaboration.

    "The more you know about a particular topic, the more difficult it is for you to think about it in a different way." - Stephen M. Shapiro

      Sign Up for Free

    Sign up for FREE and get access to 1,400+ books summaries.

    You May Also Like

     18 min
    Atomic Habits

    An Easy & Proven Way to Build Good Habits & Break Bad Ones

    By James Clear
    FREE
     14 min
    The 7 Habits of Highly Effective People

    30th Anniversary Edition

    By Stephen R. Covey
     10 min
    The Power of Habit

    Why We Do What We Do in Life and Business

    By Charles Duhigg
     16 min
    Shoe Dog

    A Memoir by the Creator of Nike

    By Phil Knight
     10 min
    Zero to One

    Notes on Start Ups, or How to Build the Future

    By Peter Thiel
     20 min
    Bad Blood

    Secrets and Lies in a Silicon Valley Startup

    By John Carreyrou
     10 min
    The Life-Changing Magic of Tidying Up

    The Japanese Art of Decluttering and Organizing

    By Marie Kondo
     10 min
    The Lean Startup

    How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses

    By Eric Ries
     15 min
    Who Moved My Cheese?

    An Amazing Way to Deal with Change in Your Work and in Your Life

    By Spencer Johnson, M.D.
     13 min
    Steal Like an Artist

    10 Things Nobody Told You About Being Creative

    By Austin Kleon
     12 min
    The 4-Hour Workweek

    Escape 9-5, Live Anywhere, and Join the New Rich

    By Timothy Ferriss
     12 min
    Lean In

    Women, Work, and the Will to Lead

    By Sheryl Sandberg
     19 min
    Good to Great

    Why Some Companies Make the Leap and Others Don't

    By Jim Collins
     11 min
    Start with Why

    How Great Leaders Inspire Everyone to Take Action

    By Simon Sinek
     10 min
    Deep Work

    Rules for Focused Success in a Distracted World

    By Cal Newport
     19 min
    Make Your Bed

    Little Things That Can Change Your Life...And Maybe the World

    By William H. McRaven
     26 min
    Rework

    By Jason Fried and David Heinemeier Hansson
     10 min
    Dare to Lead

    Brave Work. Tough Conversations. Whole Hearts.

    By Brené Brown
     18 min
    Four Thousand Weeks

    Time Management for Mortals

    By Oliver Burkeman
     22 min
    The 48 Laws of Power

    By Robert Greene