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Stephen M. Shapiro

BEST PRACTICES ARE STUPID

Break the mold to drive innovation and lead with fresh, creative solutions.
Master Operations strategies from the world's leading business books!
Core Biz Category:
Operations
What Will You Learn?

Innovation dies when you copy others—create your own path – Best Practices Are Stupid by Shapiro explodes conventional wisdom. This comprehensive innovation strategy summary and breakthrough methods include: • Challenge-Driven Innovation - Start with problems worth solving, not ideas • Expertise Diversity Formula - Mix perspectives for exponential creativity • Failure Boundary Setting - Define acceptable risks before experimenting • Open Innovation Networks - Tap global talent, not just internal teams 2025 application: As AI commoditizes best practices, unique approaches become the only sustainable advantage. Your Click.Apply.Grow™ revolution: Kill one best practice this week. Replace with tailored solution. Measure the difference. Organizations abandoning best-practice thinking achieve 40% more breakthrough innovations annually. Best practices got you here. Innovation takes you there.

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About the Author

Stephen Shapiro is an innovation expert who led Accenture's 20,000-person innovation practice transforming how Fortune 500 companies approach creative problem-solving.

Author of seven books including bestseller Best Practices Are Stupid (800-CEO-READ's innovation book of the year). Keynote speaker in 50+ countries, inducted into Speaker Hall of Fame 2015. Created Personality Poker® system used in 35 countries. Clients include Marriott, Nike, Microsoft, and NASA.

What sets Shapiro apart: His Invisible Solutions methodology reveals 25 hidden lenses for reframing business problems, making innovation systematic rather than random.

Senior Research Fellow at The Conference Board. Companies using Shapiro's innovation frameworks achieve 5x more successful innovations than traditional brainstorming approaches.

The innovation architect proving creativity is a disciplined science.

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