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bengigone's review against another edition
4.0
Some interesting concepts. Unique perspective tying business, science, and history together. Nice break from the traditional entrepreneurship books!
pinklemonrade's review against another edition
4.0
More historical than anything, but interesting. Really 3.5 stars.
mce_reads's review against another edition
3.0
Kinda boring. Just read the chapter summaries at the end of each chapter and if there's a lesson in there that you want to learn more about read that chapter
jingntonic's review against another edition
4.0
Disagree with other reviewers. This book was not meant to be a scientific analysis of business innovation. Rather it’s making sense of a set of successes and failures and convincing the reader of an argument around the lens through which these successes and failures should be interpreted. To that extent, the book is internally logical and sound and posits an interesting approach to creating the conditions of possibility for innovation. And it had interesting examples so was a fun read.
suzukabunny's review against another edition
4.0
Hanya sebuah cerita lain tentang kesuksesan
Loonshot hanya istilah baru bagi inovasi
Gaya cerita dan cara menghubungkan berbagai kejadian adalah hal yang paling menarik dari buku ini
Loonshot hanya istilah baru bagi inovasi
Gaya cerita dan cara menghubungkan berbagai kejadian adalah hal yang paling menarik dari buku ini
akkinenirajesh's review against another edition
4.0
Lot of new information about discoveries of past. Gives some ideas of how to nurture innovation. But mostly useful only to top leaders. Not for individuals.
mbynum's review against another edition
5.0
This book blew my mind, and taught me a lot about how organizations move from innovators to franchisers of products/services, and then subsequently, how to avoid that phase transition so that innovation stays alive. Tons of examples and stories in this book to help drive points home.
jpmaguire2's review against another edition
3.0
Bahcall explores the characteristics of organizations that foster great ideas. He attempts to synthesize their similarities into a coherent picture of what makes a place prone to generate and deliver big new ideas like the transistor, the jet engine, and new cancer treatments.
Unfortunately Bahcall relies primarily on anecdotes to make his cases. And many of them seem to suffer from confirmation bias. The book lacks strong arguments based on science and large datasets or organizations. While there are some nice robust findings brought up (the idea of organization efficiency and size), most of the book fails to defend it's claims about how to foster loonshots.
What remains is an exploration of a bunch of interesting stories about innovation from the past two millennia arguing for the balance of "soldiers [workers who produce proven products effectively]" and "artists [engineers and designers who think big and aren't afraid to make mistakes]" and those that can 'connect the two.' Unfortunately Mr. Bahcall fails to give practical steps companies can take to foster loonshoots and continuing speaks in ambiguous, non-practical language when making his case for organization structure design. I'd skip this one.
Unfortunately Bahcall relies primarily on anecdotes to make his cases. And many of them seem to suffer from confirmation bias. The book lacks strong arguments based on science and large datasets or organizations. While there are some nice robust findings brought up (the idea of organization efficiency and size), most of the book fails to defend it's claims about how to foster loonshots.
What remains is an exploration of a bunch of interesting stories about innovation from the past two millennia arguing for the balance of "soldiers [workers who produce proven products effectively]" and "artists [engineers and designers who think big and aren't afraid to make mistakes]" and those that can 'connect the two.' Unfortunately Mr. Bahcall fails to give practical steps companies can take to foster loonshoots and continuing speaks in ambiguous, non-practical language when making his case for organization structure design. I'd skip this one.