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Innovation Abyss


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1 Adarsh Institute of Management and Information Technology, Bangalore, India
 

In the preface of his new book, Innovation Abyss, Chris boldly says: “If you want something more than amusing anecdotes and useless theory, then read on to find out what’s really holding innovation back and what you can do to unleash it.” Chris DeArmitt is an award-winning innovator who started inventing from his home at a young age. He delved into the field of plastics while at university and continued on to work with chemicals, smart materials, and more. He worked many years for large corporations such as BASF and subsequently worked as an independent consultant and innovator for international clients. Throughout his career he has strived to bridge the gap between the scientists who create products which no one wants or needs and the managers who are unable to prioritize because they don’t understand the science. All through the book Chris describes many problems faced by innovation practitioners and creatives, which are often ignored by the socalled experts. Some of his ideas run counter to popular belief at the moment. Chris describe cites and example to the incorrect management of creative people.
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  • Innovation Abyss

Abstract Views: 242  |  PDF Views: 141

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Archana
Adarsh Institute of Management and Information Technology, Bangalore, India

Abstract


In the preface of his new book, Innovation Abyss, Chris boldly says: “If you want something more than amusing anecdotes and useless theory, then read on to find out what’s really holding innovation back and what you can do to unleash it.” Chris DeArmitt is an award-winning innovator who started inventing from his home at a young age. He delved into the field of plastics while at university and continued on to work with chemicals, smart materials, and more. He worked many years for large corporations such as BASF and subsequently worked as an independent consultant and innovator for international clients. Throughout his career he has strived to bridge the gap between the scientists who create products which no one wants or needs and the managers who are unable to prioritize because they don’t understand the science. All through the book Chris describes many problems faced by innovation practitioners and creatives, which are often ignored by the socalled experts. Some of his ideas run counter to popular belief at the moment. Chris describe cites and example to the incorrect management of creative people.


DOI: https://doi.org/10.21095/ajmr%2F2017%2Fv10%2Fi2%2F141514