Download PDF , by Safi Bahcall
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, by Safi Bahcall
Download PDF , by Safi Bahcall
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Product details
File Size: 101864 KB
Print Length: 347 pages
Page Numbers Source ISBN: 1250225612
Publisher: St. Martin's Press (March 19, 2019)
Publication Date: March 19, 2019
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B07D2BKVQR
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You would imagine that the first time someone presented the idea of using an invisible beam to detect ships and airplanes, or a drug to reduce cholesterol, or to kill tumors by choking their blood supply, there would be wild jubilation welcoming such a world-shaking breakthrough.Aaaand you would be wrong. As a rule, the folks who came up with such painfully obvious innovations as radar, statins and anti-angiogenesis drugs were rejected, and again, and again. For up to 32 years.Loonshots are “widely dismissed ideas whose champions are often written off as crazy.†Through dozens of engaging stories told with insight and wry humor, Bahcall describes how loonshots (such as radar, the internet, and Pixar movies) come about, how to nurture them, how to champion them, and how to keep from inadvertently killing them.A gifted storyteller, Bahcall populates the narrative with characters endlessly fascinating because of their pluck, stubbornness, luck, or sheer genius: Vannevar Bush, the creator of the Office of Science Research and Development which basically won WW2; Akira Endo, the Japanese chemist who screened 6000 fungi to discover statins only to have his work stolen; Judah Folkman, the saintly discoverer of angiogenesis; Juan Terry Trippe, the larger-than-life founder of PanAm; Charles Lindbergh; Edwin Land, the supergenius founder of Polaroid; and Steve Jobs, who continues to get a lot more credit for Apple’s products than he deserved.In each of these instances, Bahcall goes deep, uncovering the complexities that belie simplistic origin stories and hero worship (Jobs and Newton are notably knocked down a few notches). Bahcall has done some serious sleuthing here. He also has a flair for super-clear explanations of complex scientific subjects.One of the book's central theses is that loonshots have their genesis in company *structure* and not culture. He draws a parallel from the science of phase transitions. To generate loonshots, you want fluidity: smaller teams with mostly creative folks (“artistsâ€). To generate franchises, or even just to bring the loonshots to market, you want solidity: bigger teams staffed with “soldiers†with well-defined roles. Leading to the Loonshot Rules:1. Separate the phases: Separate your artists and soldiers.2. Dynamic equilibrium: Love your artists and soldiers equally.3. Critical mass: Have a loonshot group large enough to ignite.In the latter part of the book, Bahcall presents a plausible quantitative model for the various forces that incline team members towards loonshot vs franchise behavior, and how to tweak those variables to get the kind of company you want.I found this book enjoyable and enlightening enough to have read it twice already. If you are an entrepreneur, scientist, artist, drug developer, military officer, or just a rabid fan of ideas with some of your own you’d like to make real, you should find out about P-type (product) loonshots vs S-type (strategy) loonshots; the Bush-Vail rules; systems mindset vs outcome mindset for doing postmortems; and the dreaded Moses trap. Also, why *does* the world speak English and not Chinese, when the Chinese invented printing and gunpowder hundreds of years before the West? With the word “loonshot†likely poised to become part of the vernacular in innovative circles, this is the book that puts you ahead of the curve. Consider it the most fun required reading you’ll ever do.-- Ali Binazir, M.D., M.Phil., host of "The Ideaverse", author of The Tao of Dating: The Smart Woman's Guide to Being Absolutely Irresistible, the highest-rated dating book on Amazon, and Should I Go to Medical School?: An Irreverent Guide to the Pros and Cons of a Career in Medicine
Loonshots is a thought-provoking blend of history, physics, and business which seeks to explain group decision-making about "loonshots". I am a social scientist so the idea of thinking about group behavior through the lens of phase transitions (think ice to water or water to ice) was fascinating to me. The real-world examples ranging from WWII to cancer research were interesting and I found the author's personal stories most compelling of all.
I don't generally read books about business, but a friend recommended this to me, and I'm glad I gave it a try. Bahcall immediately sets the stakes high with a story about the aspirations and tragedies of cancer research, and asks the question, How can we innovate better?His answer is compelling and full of fascinating, entertaining stories about people who've dared to move into unknown territory. Bahcall creates vivid portraits of these people, and weaves their innovations into thrilling stores. It was astonishing to see an insight from physics applied to human endeavor in such an illuminating and convincing way. I wouldn't have thought that reading about business and physics could be this fun, funny - and moving.The last chapter alone - Why the World Speaks English, in which Bahcall uses his model to explain why the scientific revolution happened in the west - is worth the price of admission. But you'll want to read the whole book.
Safi’s accomplishments are unbelievable. This book is now among them — intellectually sexy beyond the giants he follows from science and history, and deeper than the stories that take you through their contributions.
Great book, backed up with good examples, and that promptly picks apart many of the assumptions and conclusions of very well known business and management books.
In this compellingly entertaining as well as informative book, Safi Bahcall explains how great leaders recognize, develop, and protect "widely dismissed ideas whose champions are often written off as crazy." For example, Pixar's Ed Catmull (right) refers to early stage ideas for films -- loonshots -- as "Ugly Babies." In the passage that follows, Catmull describes the need to maintain the balance between loonshots and franchises -- "the Beast" -- in films."Originality is fragile. And, in its first moments, it's often far from pretty. That is why I call early mock-ups of our films 'Ugly Babies.' They are not beautiful, miniature versions of the adults they will grow up to be. They are truly ugly: awkward and unformed, vulnerable and incomplete. They need nurturing -- in the form of time and patience -- in order to grow. What this means is that they have a hard time coexisting with the Beast...."When I talk about the Beast and the Baby, it can seem very black and white -- that the Beast is all bad and the Baby is all good. The truth is, reality lies somewhere in between. The Beast is a glutton but also a valuable motivator. The Baby is so pure and unsullied, so full of potential, but it's also needy and unpredictable and can keep you up at night. The key is for your Beast and your Babies to coexist peacefully, and that requires that you keep various forces in balance."In Chapter 8, Bahcall discusses Bob Taylor (head of Xerox PARC) and Bill Coughlin (head of Google's engineering group) who "understood what Ed Catmull [CEO of Pixar] understood about film directors: creative talent responds best to feedback from other creative talent. Peers, rather than authority."A wide span of creatives -- in terms of both number and diversity -- encourages them to help a colleague solve a problem. This is what Tom Davenport and Brooke Manville have in mind (in Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right) when explaining how and why decisions made by a Great Organization tend to be much better than those made by a Great Leader. Why? While conducting rigorous and extensive research over a period of many years, they discovered - as Laurence Prusak notes in the Foreword -- "that no one was looking into the workings of what we term organizational judgment - the collective capacity to make good calls and wise moves when the need for them exceeds the scope of any single leader's direct control."Bahcall recommends and discusses six guidelines when leading efforts to develop and protect loonshots, based on what he learned from leaders such as Bob Taylor and Bill Coughlin. The sixth is one of the most valuable. Increase project-skill fit: "Invest in the people and processes that will scan for a mismatch between employees' skills and their assigned projects. Adjust roles or transfer employees between groups when mismatches are found. The goal is having employees stretched neither too much nor too little by their roles."Loonshooting is definitely not for everyone. All organizations need effective leadership in all areas of the given enterprise. The healthiest organizations need leaders and members of teams that are not hostage to what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." They also need leaders and members of teams who share deeply held beliefs about the current franchise, confident that its strategies, tactics, products, and services will sustain it. Loonshots "are contrarian bets that challenge those beliefs." Who's right? Both, perhaps, or neither.Safi Bahcall suggests finding out, asking, "Wouldn't you rather discover that in your own lab or pilot study rather than read about it in a press release from one of your competitors? How much risk are you willing to take on by dismissing their idea?" Howard Aiken also reminds us: ""Don't worry about people stealing an idea. If its an original, you will have to ram it down their throats.â€
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