No man is an island, and neither is an organization. GE is just one of the leading firms that has embraced the fact that the challenges it faces -- in areas from healthcare to energy to transportation -- are too 'wicked' to be solved by GE alone. In an interconnected world, the key to solving complex problems lies in figuring out when-and whom-to ask for help. The authors describe six skills of 'open innovation' that enable you to add fresh insights, sharp perspectives and different capabilities to your existing processes and infrastructure, and drive innovation.

Orthodoxies -- unstated assumptions that go unquestioned -- are present within every organization. They can range from seemingly-innocuous biases or conventions to, at their most extreme, something that approaches religious-like devotion to a specific set of ideals. In most cases, they are not explicitly recognized, instead lurking below the surface, invisible icebergs on which a seemingly flourishing company might founder. The end result: people fall into autopilot mode and fail to imagine better ways to tackle challenges and everyday activities. The authors present a five-step plan for 'flipping' orthodoxies in your organization that can enable people to imagine a different future that encompasses more than just business as usual.