In today's world, we see similar hype surrounding innovation and startups. In hindsight, it would have been a good idea to buy Microsoft or Apple shares during their IPOs. But at the time, we didn't know which of the countless startups to choose. The author makes it very clear that no one can predict the future with certainty, and that innovation offers significant economic advantages at a considerable risk.

The book provides a structured analysis of the concept of innovation, which is very important because, although we use this term every day, not everyone necessarily means the same thing by it.

When we think of innovation, creativity immediately comes to mind. However, creativity is only one necessary condition for innovation, but it is not sufficient on its own. It is somewhat reminiscent of what Mihály Csíkszentmihályi writes about flow. Flow enables incredible performance, but it cannot be achieved by willpower alone. You can and should do a lot to achieve it, but there is no guaranteed formula. What steps can lead to flow? In sport, these are typically the following: a very big challenge, but not a "mission impossible"; conscientious physical and mental preparation; perfect equipment; knowledge of the course and the weather; precise nutrition; and so on. One thing you must not do is focus on your opponent. And then it might happen. Just like innovation.

During my many years as a manager, I had to accept that production and development require completely different personality types, and that it is very challenging to establish effective communication between the two groups. Creativity and discipline are not friends. In production, "everything the same way every day" is a very important value, while in development, the approach is more "everything in a different way every day". As stated later in this work, "Development and innovation activities cannot and should not be managed in the same standardised and prescribed manner as production."

The messages in the book are very important for increasing innovation capacity in modern economies. It accurately points out that companies and countries that are successful in innovation focus much more strongly on human resources, corporate culture and atmosphere than on new machines, investments or even processes: "Developing an organisational strategy and culture that aims to foster an ownership mindset provides a framework that enables employees and developers to achieve self-actualisation."

This can even be interpreted as a user manual. What steps lead to innovation? First, it is necessary to create a clear corporate strategy (and then adhere to and further develop it), formulate goals instead of tasks, continuously develop human resources, implement a culture of mutual feedback, and reward good results with material and immaterial benefits. Among the topics covered in the book, feedback is one of the elements I consider most important. Many theories, some of which could even be called mythical, have been developed and applied in relation to whether criticism or praise is more motivating. My own experience in this regard is that motivation only lasts if employees feel that they are important and noticed. This feeling can only be achieved through regular feedback. Should it be negative or positive? It doesn't really matter, as long as it is honest and competent. Of course, there are situations when an employee makes a mistake, and they are usually aware of this. If quick but fair feedback is not given in such cases, the person concerned and their colleagues may easily develop the feeling that no one really cares about what they do and how they do it. This can be more damaging to motivation than a lack of praise. However, it is very important that we never judge the employee, but rather the result and consequence of their work.

In addition, a large dose of courage (but also risk management), faith and perseverance are necessary. The book also shows the necessary and useful management techniques that can be applied once these conditions are in place. But, and this is what I find most valuable about the book, it makes it clear that these techniques cannot work under authoritarian, fear-based leadership that is unable to express appreciation for its employees. Under such circumstances, innovation remains a myth.