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Tuesday, August 3, 2021

The Prince

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The Prince
Machiavelli Principe Cover Page.jpg
Title page of a 1550 edition
AuthorNiccolò Machiavelli
Original titleDe Principatibus / Il Principe
CountryItaly
LanguageItalian
SubjectPolitical science
PublisherAntonio Blado d'Asola
Publication date
1532
Followed byDiscourses on Livy 

The Prince (Italian: Il Principe [il ˈprintʃipe]; Latin: De Principatibus) is a 16th-century political treatise written by Italian diplomat and political theorist Niccolò Machiavelli as an instruction guide for new princes and royals. The general theme of The Prince is of accepting that the aims of princes – such as glory and survival – can justify the use of immoral means to achieve those ends.

From Machiavelli's correspondence, a version appears to have been distributed in 1513, using a Latin title, De Principatibus (Of Principalities). However, the printed version was not published until 1532, five years after Machiavelli's death. This was carried out with the permission of the Medici pope Clement VII, but "long before then, in fact since the first appearance of The Prince in manuscript, controversy had swirled about his writings".

Although The Prince was written as if it were a traditional work in the mirrors for princes style, it was generally agreed as being especially innovative. This is partly because it was written in the vernacular Italian rather than Latin, a practice that had become increasingly popular since the publication of Dante's Divine Comedy and other works of Renaissance literature.

The Prince is sometimes claimed to be one of the first works of modern philosophy, especially modern political philosophy, in which the "effectual" truth is taken to be more important than any abstract ideal. It is also notable for being in direct conflict with the dominant Catholic and scholastic doctrines of the time, particularly those concerning politics and ethics.

Although it is relatively short, the treatise is the most remembered of Machiavelli's works, and the one most responsible for bringing the word "Machiavellian" into usage as a pejorative. It even contributed to the modern negative connotations of the words politics and politician in Western countries. In subject matter, it overlaps with the much longer Discourses on Livy, which was written a few years later. In its use of near-contemporary Italians as examples of people who perpetrated criminal deeds for politics, another lesser-known work by Machiavelli to which The Prince has been compared is the Life of Castruccio Castracani.

Summary

Each part of The Prince has been extensively commented on over centuries. The work has a recognizable structure, for the most part indicated by the author himself. It can be summarized as:

Letter to Lorenzo de' Medici, Duke of Urbino

Machiavelli prefaces his work with an introductory letter to Lorenzo de' Medici, Duke of Urbino, the recipient of his work.

The subject matter: New Princedoms (Chapters 1 and 2)

The Prince starts by describing the subject matter it will handle. In the first sentence, Machiavelli uses the word "state" (Italian stato, which could also mean "status") to cover, in neutral terms, "all forms of organization of supreme political power, whether republican or princely." The way in which the word "state" came to acquire this modern type of meaning during the Renaissance has been the subject of much academic debate, with this sentence and similar ones in the works of Machiavelli being considered particularly important.

Machiavelli says that The Prince would be about princedoms, mentioning that he has written about republics elsewhere (a reference to the Discourses on Livy), but in fact, he mixes discussion of republics into this work in many places, effectively treating republics as a type of princedom, also, and one with many strengths. More importantly, and less traditionally, he distinguishes new princedoms from hereditary established princedoms. He deals with hereditary princedoms quickly in Chapter 2, saying that they are much easier to rule. For such a prince, "unless extraordinary vices cause him to be hated, it is reasonable to expect that his subjects will be naturally well disposed towards him". Gilbert (1938:19–23), comparing this claim to traditional presentations of advice for princes, wrote that the novelty in chapters 1 and 2 is the "deliberate purpose of dealing with a new ruler who will need to establish himself in defiance of custom". Normally, these types of works were addressed only to hereditary princes. He thinks Machiavelli may have been influenced by Tacitus as well as his own experience, but finds no clear predecessor to substantiate this claim.

This categorization of regime types is also "un-Aristotelian" and apparently simpler than the traditional one found for example in Aristotle's Politics, which divides regimes into those ruled by a single monarch, an oligarchy, or by the people, in a democracy. Machiavelli also ignores the classical distinctions between the good and corrupt forms, for example between monarchy and tyranny.

Xenophon, though, made exactly the same distinction between types of rulers in the beginning of his Education of Cyrus, where he says that, concerning the knowledge of how to rule human beings, Cyrus the Great, his exemplary prince, was very different "from all other kings, both those who have inherited their thrones from their fathers and those who have gained their crowns by their own efforts".

Machiavelli divides the subject of new states into two types, "mixed" cases and purely new states.

"Mixed" princedoms (Chapters 3–5)

New princedoms are either totally new, or they are "mixed", meaning that they are new parts of an older state, already belonging to that prince.

New conquests added to older states (Chapter 3)

Machiavelli generalizes that there were several virtuous Roman ways to hold a newly acquired province, using a republic as an example of how new princes can act:

  • to install one's princedom in the new acquisition, or to install colonies of one's people there, which is better.
  • to indulge the lesser powers of the area without increasing their power.
  • to put down the powerful people.
  • not to allow a foreign power to gain reputation.

More generally, Machiavelli emphasizes that one should have regard not only for present problems, but also for the future ones. One should not "enjoy the benefit of time", but rather the benefit of one's virtue and prudence, because time can bring evil, as well as good.

Machiavelli notes in this chapter on the "natural and ordinary desire to acquire" and as such, those who act on this desire can be "praised or blamed" depending on the success of their acquisitions. He then goes into detail about how the King of France failed in his conquest of Italy, even saying how he could have succeeded. Machiavelli views injuring enemies as a necessity, stating, "if an injury is to be done to a man, it should be so severe that the prince is not in fear of revenge".

Conquered kingdoms (Chapter 4)

A 16th-century Italian impression of the family of Darius III, emperor of Persia, before their conqueror, Alexander the Great: Machiavelli explained that in his time the Near East was again ruled by an empire, the Ottoman Empire, with similar characteristics to that of Darius – seen from the viewpoint of a potential conqueror.

In some cases, the old king of the conquered kingdom depended on his lords; 16th-century France, or in other words France as it was at the time of writing of The Prince, is given by Machiavelli as an example of such a kingdom. These are easy to enter, but difficult to hold.

When the kingdom revolves around the king, with everyone else his servant, then it is difficult to enter, but easy to hold. The solution is to eliminate the old bloodline of the prince. Machiavelli used the Persian empire of Darius III, conquered by Alexander the Great, to illustrate this point, and then noted that the Medici, if they think about it, will find this historical example similar to the "kingdom of the Turk" (Ottoman Empire) in their time – making this a potentially easier conquest to hold than France would be.

Conquered free states, with their own laws and orders (Chapter 5)

Gilbert (1938:34) notes that this chapter is quite atypical of any previous books for princes. Gilbert supposed the need to discuss conquering free republics is linked to Machiavelli's project to unite Italy, which contained some free republics. As he also notes, the chapter in any case makes it clear that holding such a state is highly difficult for a prince. Machiavelli gives three options:

  • Ruin them, as Rome destroyed Carthage, and also as Machiavelli says the Romans eventually had to do in Greece.
  • Go to live there and rule it personally.
  • Keep the state intact, but install an oligarchy.

Machiavelli advises the ruler to go the first route, stating that if a prince does not destroy a city, he can expect "to be destroyed by it".

Totally new states (Chapters 6–9)

Conquests by virtue (Chapter 6)

Machiavelli described Moses as a conquering prince, who founded new modes and orders by force of arms, which he used willingly to kill many of his own people. Other sources describe the reasons behind his success differently.

Princes who rise to power through their own skill and resources (their "virtue") rather than luck tend to have a hard time rising to the top, but once they reach the top they are very secure in their position. This is because they effectively crush their opponents and earn great respect from everyone else. Because they are strong and more self-sufficient, they have to make fewer compromises with their allies.

Machiavelli writes that reforming an existing order is one of the most dangerous and difficult things a prince can do. Part of the reason is that people are naturally resistant to change and reform. Those who benefited from the old order will resist change very fiercely. By contrast, those who can benefit from the new order will be less fierce in their support, because the new order is unfamiliar and they are not certain it will live up to its promises. Moreover, it is impossible for the prince to satisfy everybody's expectations. Inevitably, he will disappoint some of his followers. Therefore, a prince must have the means to force his supporters to keep supporting him even when they start having second thoughts, otherwise he will lose his power. Only armed prophets, like Moses, succeed in bringing lasting change. Machiavelli claims that Moses killed uncountable numbers of his own people in order to enforce his will.

Machiavelli was not the first thinker to notice this pattern. Allan Gilbert wrote: "In wishing new laws and yet seeing danger in them Machiavelli was not himself an innovator," because this idea was traditional and could be found in Aristotle's writings. But Machiavelli went much further than any other author in his emphasis on this aim, and Gilbert associates Machiavelli's emphasis upon such drastic aims with the level of corruption to be found in Italy.

Conquest by fortune, meaning by someone else's virtue (Chapter 7)

According to Machiavelli, when a prince comes to power through luck or the blessings of powerful figures within the regime, he typically has an easy time gaining power but a hard time keeping it thereafter, because his power is dependent on his benefactors' goodwill. He does not command the loyalty of the armies and officials that maintain his authority, and these can be withdrawn from him at a whim. Having risen the easy way, it is not even certain such a prince has the skill and strength to stand on his own feet.

This is not necessarily true in every case. Machiavelli cites Cesare Borgia as an example of a lucky prince who escaped this pattern. Through cunning political maneuvers, he managed to secure his power base. Cesare was made commander of the papal armies by his father, Pope Alexander VI, but was also heavily dependent on mercenary armies loyal to the Orsini brothers and the support of the French king. Borgia won over the allegiance of the Orsini brothers' followers with better pay and prestigious government posts. To pacify the Romagna, he sent in his henchman, Remirro de Orco, to commit acts of violence. When Remirro started to become hated for his actions, Borgia responded by ordering him to be "cut in two" to show the people that the cruelty was not from him, although it was. When some of his mercenary captains started to plot against him, he had them captured and executed. When it looked as though the king of France would abandon him, Borgia sought new alliances.

Finally, Machiavelli makes a point that bringing new benefits to a conquered people will not be enough to cancel the memory of old injuries, an idea Allan Gilbert said can be found in Tacitus and Seneca the Younger.

Of Those Who Have Obtained a Principality Through Crimes (Chapter 8)

Conquests by "criminal virtue" are ones in which the new prince secures his power through cruel, immoral deeds, such as the elimination of political rivals.

Machiavelli's offers two rulers to imitate, Agathocles of Syracuse, and Oliverotto Euffreducci. After Agathocles became Praetor of Syracuse, he called a meeting of the city's elite. At his signal, his soldiers killed all the senators and the wealthiest citizens, completely destroying the old oligarchy. He declared himself ruler with no opposition. So secure was his power that he could afford to absent himself to go off on military campaigns in Africa.

Machiavelli then states that the behavior of Agathocles is not simply virtue, as he says, "Yet one cannot call it virtue to kill one's citizens, betray one's friends, to be without faith, without mercy, without religion; these modes can enable one to acquire empire, but not glory. [...] Nonetheless, his savage cruelty and inhumanity, together with his infinite crimes, do not permit him to be celebrated among the most excellent men. Thus, one cannot attribute to fortune or virtue what he achieved without either."

Machiavelli then goes to his next example, Oliverotto de Fermo, an Italian condottiero, who recently came to power by killing all his enemies, including his uncle Giovanni Fogliani, at a banquet. After he laid siege to the governing council and terrified the citizenry, he had then set up a government with himself as absolute ruler. However, in an ironic twist, Oliverotto was killed the same way his opponents were, as Cesare Borgia had him strangled after he invited Oliverotto and Vitellozzo Vitelli to a friendly setting.

Machiavelli advises that a prince should carefully calculate all the wicked deeds he needs to do to secure his power, and then execute them all in one stroke. In this way, his subjects will slowly forget his cruel deeds and the prince can better align himself with his subjects. Princes who fail to do this, who hesitate in their ruthlessness, will have to "keep a knife by his side" and protect himself at all costs, as he can never trust himself amongst his subjects.

Gilbert (1938:51–55) remarks that this chapter is even less traditional than those it follows, not only in its treatment of criminal behavior, but also in the advice to take power from people at a stroke, noting that precisely the opposite had been advised by Aristotle in his Politics (5.11.1315a13). On the other hand, Gilbert shows that another piece of advice in this chapter, to give benefits when it will not appear forced, was traditional.

Becoming a prince by the selection of one's fellow citizens (Chapter 9)

A "civil principality" is one in which a citizen comes to power "not through crime or other intolerable violence", but by the support of his fellow citizens. This, he says, does not require extreme virtue or fortune, only "fortunate astuteness".

Machiavelli makes an important distinction between two groups that are present in every city, and have very different appetites driving them: the "great" and the "people". The "great" wish to oppress and rule the "people", while the "people" wish not to be ruled or oppressed. A principality is not the only outcome possible from these appetites, because it can also lead to either "liberty" or "license".

A principality is put into place either by the "great" or the "people" when they have the opportunity to take power, but find resistance from the other side. They assign a leader who can be popular to the people while the great benefit, or a strong authority defending the people against the great.

Machiavelli goes on to say that a prince who obtains power through the support of the nobles has a harder time staying in power than someone who is chosen by the common people; since the former finds himself surrounded by people who consider themselves his equals. He has to resort to malevolent measures to satisfy the nobles.

One cannot by fair dealing, and without injury to others, satisfy the nobles, but you can satisfy the people, for their object is more righteous than that of the nobles, the latter wishing to oppress, while the former only desire not to be oppressed.

Also a prince cannot afford to keep the common people hostile as they are larger in number while the nobles smaller.

Therefore, the great should be made and unmade every day. Two types of great people might be encountered:

  1. Those who are bound to the prince: Concerning these it is important to distinguish between two types of obligated great people, those who are rapacious and those who are not. It is the latter who can and should be honoured.
  2. Those who are not bound to the new prince: Once again, these need to be divided into two types - those with a weak spirit (a prince can make use of them if they are of good counsel) and those who shun being bound because of their own ambition (these should be watched and feared as enemies).

How to win over people depends on circumstances: Machiavelli advises:

  • Do not get frightened in adversity.
  • One should avoid ruling via magistrates, if one wishes to be able to "ascend" to absolute rule quickly and safely.
  • One should make sure that the people need the prince, especially if a time of need should come.

How to judge the strength of principalities (Chapter 10)

The way to judge the strength of a princedom is to see whether it can defend itself, or whether it needs to depend on allies. This does not just mean that the cities should be prepared and the people trained; a prince who is hated is also exposed.

Ecclesiastical principates (Chapter 11)

Leo X: a pope, but also a member of the Medici family. Machiavelli suggested they should treat the church as a princedom, as the Borgia family had, in order to conquer Italy, and found new modes and orders.

This type of "princedom" refers for example explicitly to the Catholic church, which is of course not traditionally thought of as a princedom. According to Machiavelli, these are relatively easy to maintain, once founded. They do not need to defend themselves militarily, nor to govern their subjects.

Machiavelli discusses the recent history of the Church as if it were a princedom that was in competition to conquer Italy against other princes. He points to factionalism as a historical weak point in the Church, and points to the recent example of the Borgia family as a better strategy which almost worked. He then explicitly proposes that the Medici are now in a position to try the same thing.

Defense and military (Chapter 12–14)

Having discussed the various types of principalities, Machiavelli turns to the ways a state can attack other territories or defend itself. The two most essential foundations for any state, whether old or new, are sound laws and strong military forces. A self-sufficient prince is one who can meet any enemy on the battlefield. He should be "armed" with his own arms. However, a prince that relies solely on fortifications or on the help of others and stands on the defensive is not self-sufficient. If he cannot raise a formidable army, but must rely on defense, he must fortify his city. A well-fortified city is unlikely to be attacked, and if it is, most armies cannot endure an extended siege. However, during a siege a virtuous prince will keep the morale of his subjects high while removing all dissenters. Thus, as long as the city is properly defended and has enough supplies, a wise prince can withstand any siege.

Machiavelli stands strongly against the use of mercenaries, and in this he was innovative, and he also had personal experience in Florence. He believes they are useless to a ruler because they are undisciplined, cowardly, and without any loyalty, being motivated only by money. Machiavelli attributes the Italian city states’ weakness to their reliance on mercenary armies.

Machiavelli also warns against using auxiliary forces, troops borrowed from an ally, because if they win, the employer is under their favor and if they lose, he is ruined. Auxiliary forces are more dangerous than mercenary forces because they are united and controlled by capable leaders who may turn against the employer.

The main concern for a prince should be war, or the preparation thereof, not books. Through war a hereditary prince maintains his power or a private citizen rises to power. Machiavelli advises that a prince must frequently hunt in order to keep his body fit and learn the landscape surrounding his kingdom. Through this, he can best learn how to protect his territory and advance upon others. For intellectual strength, he is advised to study great military men so he may imitate their successes and avoid their mistakes. A prince who is diligent in times of peace will be ready in times of adversity. Machiavelli writes, “thus, when fortune turns against him he will be prepared to resist it.”

The Qualities of a Prince (Chapters 14–19)

Each of the following chapters presents a discussion about a particular virtue or vice that a prince might have, and is therefore structured in a way which appears like traditional advice for a prince. However, the advice is far from traditional.

A Prince's Duty Concerning Military Matters (Chapter 14)

Machiavelli believes that a prince's main focus should be on perfecting the art of war. He believes that by taking this profession an aspiring prince will be able to acquire a state, and will be able to maintain what he has gained. He claims that "being disarmed makes you despised." He believes that the only way to ensure loyalty from one's soldiers is to understand military matters. The two activities Machiavelli recommends practicing to prepare for war are physical and mental. Physically, he believes rulers should learn the landscape of their territories. Mentally, he encouraged the study of past military events. He also warns against idleness.

Reputation of a prince (Chapter 15)

Because, says Machiavelli, he wants to write something useful to those who understand, he thought it more fitting "to go directly to the effectual truth ("verità effettuale") of the thing than to the imagination of it". This section is one where Machiavelli's pragmatic ideal can be seen most clearly. Machiavelli reasons that since princes come across men who are evil, he should learn how to be equally evil himself, and use this ability or not according to necessity. Concerning the behavior of a prince toward his subjects, Machiavelli announces that he will depart from what other writers say, and writes:

Men have imagined republics and principalities that never really existed at all. Yet the way men live is so far removed from the way they ought to live that anyone who abandons what is for what should be pursues his downfall rather than his preservation; for a man who strives after goodness in all his acts is sure to come to ruin, since there are so many men who are not good.

Since there are many possible qualities that a prince can be said to possess, he must not be overly concerned about having all the good ones. Also, a prince may be perceived to be merciful, faithful, humane, frank, and religious, but most important is only to seem to have these qualities. A prince cannot truly have these qualities because at times it is necessary to act against them. Although a bad reputation should be avoided, it is sometimes necessary to have one. In fact, he must sometimes deliberately choose evil:

He who neglects what is done for what ought to be done, sooner effects his ruin than his preservation.

Generosity vs. parsimony (Chapter 16)

If a prince is overly generous to his subjects, Machiavelli asserts he will not be appreciated, and will only cause greed for more. Additionally, being overly generous is not economical, because eventually all resources will be exhausted. This results in higher taxes, and will bring grief upon the prince. Then, if he decides to discontinue or limit his generosity, he will be labeled as a miser. Thus, Machiavelli summarizes that guarding against the people's hatred is more important than building up a reputation for generosity. A wise prince should be willing to be more reputed a miser than be hated for trying to be too generous.

On the other hand: "of what is not yours or your subjects' one can be a bigger giver, as were Cyrus, Caesar, and Alexander, because spending what is someone else's does not take reputation from you but adds it to you; only spending your own hurts you".

Cruelty vs. Mercy (Chapter 17)

Hannibal meeting Scipio Africanus. Machiavelli describes Hannibal as having the "virtue" of "inhuman cruelty". But he lost to someone, Scipio Africanus, who showed the weakness of "excessive mercy" and who could therefore only have held power in a republic.

Machiavelli begins this chapter by addressing how mercy can be misused which will harm the prince and his dominion. He ends by stating that a prince should not shrink from being cruel if it means that it will keep his subjects in line. After all, it will help him maintain his rule. He gives the example of Cesare Borgia, whose cruelty protected him from rebellions. He contrasts this example with the leaders of Florence, whom, through too much mercy, allowed disorders to plague their city.

In addressing the question of whether it is better to be loved or feared, Machiavelli writes, "The answer is that one would like to be both the one and the other; but because it is difficult to combine them, it is far safer to be feared than loved if you cannot be both." As Machiavelli asserts, commitments made in peace are not always kept in adversity; however, commitments made in fear are kept out of fear. Yet, a prince must ensure that he is not feared to the point of hatred, which is very possible.

This chapter is possibly the most well-known of the work, and it is important because of the reasoning behind Machiavelli's famous idea that it is better to be feared than loved. His justification is purely pragmatic; as he notes, "Men worry less about doing an injury to one who makes himself loved than to one who makes himself feared." Fear is used as a means to ensure obedience from his subjects, and security for the prince. Above all, Machiavelli argues, a prince should not interfere with the property of their subjects or their women, and if they should try to kill someone, they should do it with a convenient justification.

Regarding the troops of the prince, fear is absolutely necessary to keep a large garrison united and a prince should not mind the thought of cruelty in that regard. For a prince who leads his own army, it is imperative for him to observe cruelty because that is the only way he can command his soldiers' absolute respect. Machiavelli compares two great military leaders: Hannibal and Scipio Africanus. Although Hannibal's army consisted of men of various races, they were never rebellious because they feared their leader. Machiavelli says this required "inhuman cruelty" which he refers to as a virtue. Scipio's men, on the other hand, were known for their mutiny and dissension, due to Scipio's "excessive mercy" – which was, however, a source of glory because he lived in a republic.

In what way princes should keep their word (Chapter 18)

Machiavelli notes that a prince is praised for keeping his word. However, he also notes that in reality, the most cunning princes succeed politically. A prince, therefore, should only keep his word when it suits his purposes, but do his utmost to maintain the illusion that he does keep his word and that he is reliable in that regard. Machiavelli advises the ruler to become a "great liar and deceiver", and that men are so easy to deceive, that the ruler won't have an issue with lying to others. He justifies this by saying that men are wicked, and never keep their words, therefore the ruler doesn't have to keep his.

As Machiavelli notes, "He should appear to be compassionate, faithful to his word, guileless, and devout. And indeed he should be so. But his disposition should be such that, if he needs to be the opposite, he knows how." As noted in chapter 15, the prince must appear to be virtuous in order to hide his actions, and he should be able to be otherwise when the time calls for it; that includes being able to lie, though however much he lies he should always keep the appearance of being truthful.

In this chapter, Machiavelli uses "beasts" as a metaphor for unscrupulous behavior. He states that while lawful conduct is part of the nature of men, a prince should learn how to use the nature of both men and beasts wisely to ensure the stability of his regime. In this chapter however, his focus is solely on the "beastly" natures. In particular, he compares the use of force to the "lion", and the use of deception to the "fox", and advises the prince to study them both. In employing this metaphor, Machiavelli apparently references De Officiis by the Roman orator and statesman Cicero, and subverts its conclusion, arguing instead that dishonorable behavior is sometimes politically necessary.

Avoiding contempt and hatred (Chapter 19)

Machiavelli divides the fears which monarchs should have into internal (domestic) and external (foreign) fears. Internal fears exist inside his kingdom and focus on his subjects, Machiavelli warns to be suspicious of everyone when hostile attitudes emerge. Machiavelli observes that the majority of men are content as long as they are not deprived of their property and women, and only a minority of men are ambitious enough to be a concern. A prince should command respect through his conduct, because a prince who does not raise the contempt of the nobles and keeps the people satisfied, Machiavelli assures, should have no fear of conspirators working with external powers. Conspiracy is very difficult and risky in such a situation.

Machiavelli apparently seems to go back on his rule that a prince can evade hate, as he says that he will eventually be hated by someone, so he should seek to avoid being hated by the commonfolk.

Roman emperors, on the other hand, had not only the majority and ambitious minority, but also a cruel and greedy military, who created extra problems because they demanded. While a prince should avoid being hated, he will eventually be hated by someone, so he must at least avoid the hatred of the most powerful, and for the Roman emperors this included the military who demanded iniquity against the people out of their own greed. He uses Septimius Severus as a model for new rulers to emulate, as he "embodied both the fox and the lion". Severus outwitted and killed his military rivals, and although he oppressed the people, Machiavelli says that he kept the common people "satisfied and stupified".

Machiavelli notes that in his time only the Turkish empire had the problem of the Romans, because in other lands the people had become more powerful than the military.

The Prudence of the Prince (Chapters 20–25)

Whether ruling conquests with fortresses works (Chapter 20)

Machiavelli mentions that placing fortresses in conquered territories, although it sometimes works, often fails. Using fortresses can be a good plan, but Machiavelli says he shall "blame anyone who, trusting in fortresses, thinks little of being hated by the people". He cited Caterina Sforza, who used a fortress to defend herself but was eventually betrayed by her people.

Gaining honours (Chapter 21)

A prince truly earns honour by completing great feats. King Ferdinand of Spain is cited by Machiavelli as an example of a monarch who gained esteem by showing his ability through great feats and who, in the name of religion, conquered many territories and kept his subjects occupied so that they had no chance to rebel. Regarding two warring states, Machiavelli asserts it is always wiser to choose a side, rather than to be neutral. Machiavelli then provides the following reasons why:

  • If your allies win, you benefit whether or not you have more power than they have.
  • If you are more powerful, then your allies are under your command; if your allies are stronger, they will always feel a certain obligation to you for your help.
  • If your side loses, you still have an ally in the loser.

Machiavelli also notes that it is wise for a prince not to ally with a stronger force unless compelled to do so. In conclusion, the most important virtue is having the wisdom to discern what ventures will come with the most reward and then pursuing them courageously.

Nobles and staff (Chapter 22)

The selection of good servants is reflected directly upon the prince's intelligence, so if they are loyal, the prince is considered wise; however, when they are otherwise, the prince is open to adverse criticism. Machiavelli asserts that there are three types of intelligence:

  • The kind that understands things for itself – which is excellent to have.
  • The kind that understands what others can understand – which is good to have.
  • The kind that does not understand for itself, nor through others – which is useless to have.

If the prince does not have the first type of intelligence, he should at the very least have the second type. For, as Machiavelli states, “A prince needs to have the discernment to recognize the good or bad in what another says or does even though he has no acumen himself".

Avoiding flatterers (Chapter 23)

This chapter displays a low opinion of flatterers; Machiavelli notes that "Men are so happily absorbed in their own affairs and indulge in such self-deception that it is difficult for them not to fall victim to this plague; and some efforts to protect oneself from flatterers involve the risk of becoming despised." Flatterers were seen as a great danger to a prince, because their flattery could cause him to avoid wise counsel in favor of rash action, but avoiding all advice, flattery or otherwise, was equally bad; a middle road had to be taken. A prudent prince should have a select group of wise counselors to advise him truthfully on matters all the time. All their opinions should be taken into account. Ultimately, the decision should be made by the prince and carried out absolutely. If a prince is given to changing his mind, his reputation will suffer. A prince must have the wisdom to recognize good advice from bad. Machiavelli gives a negative example in Emperor Maximilian I; Maximilian, who was secretive, never consulted others, but once he ordered his plans and met dissent, he immediately changed them.

Prudence and chance

Why the princes of Italy lost their states (Chapter 24)

After first mentioning that a new prince can quickly become as respected as a hereditary one, Machiavelli says princes in Italy who had longstanding power and lost it cannot blame bad luck, but should blame their own indolence. One "should never fall in the belief that you can find someone to pick you up". They all showed a defect of arms (already discussed) and either had a hostile populace or did not know to secure themselves against the great.

How Much Fortune Can Do In Human Affairs, and in What Mode It May Be Opposed (Chapter 25)

As pointed out by Gilbert (1938:206) it was traditional in the genre of Mirrors of Princes to mention fortune, but "Fortune pervades The Prince as she does no other similar work". Machiavelli argues that fortune is only the judge of half of our actions and that we have control over the other half with "sweat", prudence and virtue. Even more unusual, rather than simply suggesting caution as a prudent way to try to avoid the worst of bad luck, Machiavelli holds that the greatest princes in history tend to be ones who take more risks, and rise to power through their own labour, virtue, prudence, and particularly by their ability to adapt to changing circumstances.

Machiavelli even encourages risk taking as a reaction to risk. In a well-known metaphor, Machiavelli writes that "it is better to be impetuous than cautious, because fortune is a woman; and it is necessary, if one wants to hold her down, to beat her and strike her down." Gilbert (p. 217) points out that Machiavelli's friend the historian and diplomat Francesco Guicciardini expressed similar ideas about fortune.

Machiavelli compares fortune to a torrential river that cannot be easily controlled during flooding season. In periods of calm, however, people can erect dams and levees in order to minimize its impact. Fortune, Machiavelli argues, seems to strike at the places where no resistance is offered, as had recently been the case in Italy. As de Alvarez (1999:125–30) points out that what Machiavelli actually says is that Italians in his time leave things not just to fortune, but to "fortune and God". Machiavelli is indicating in this passage, as in some others in his works, that Christianity itself was making Italians helpless and lazy concerning their own politics, as if they would leave dangerous rivers uncontrolled.

Exhortation to Seize Italy and to Free Her from the Barbarians (Chapter 26)

Pope Leo X was pope at the time the book was written and a member of the de Medici family. This chapter directly appeals to the Medici to use what has been summarized in order to conquer Italy using Italian armies, following the advice in the book. Gilbert (1938:222–30) showed that including such exhortation was not unusual in the genre of books full of advice for princes. But it is unusual that the Medici family's position of Papal power is openly named as something that should be used as a personal power base, as a tool of secular politics. Indeed, one example is the Borgia family's "recent" and controversial attempts to use church power in secular politics, often brutally executed. This continues a controversial theme throughout the book.

Analysis

Cesare Borgia, Duke of Valentinois. According to Machiavelli, a risk taker and example of a prince who acquired by "fortune". Failed in the end because of one mistake: he was naïve to trust a new Pope.

As shown by his letter of dedication, Machiavelli's work eventually came to be dedicated to Lorenzo di Piero de' Medici, grandson of "Lorenzo the Magnificent", and a member of the ruling Florentine Medici family, whose uncle Giovanni became Pope Leo X in 1513. It is known from his personal correspondence that it was written during 1513, the year after the Medici regained control of Florence, and a few months after Machiavelli's arrest, torture, and banishment by the in-coming Medici regime. It was discussed for a long time with Francesco Vettori – a friend of Machiavelli – whom he wanted to pass it and commend it to the Medici. The book had originally been intended for Giuliano di Lorenzo de' Medici, young Lorenzo's uncle, who however died in 1516. It is not certain that the work was ever read by any of the Medici before it was printed. Machiavelli describes the contents as being an un-embellished summary of his knowledge about the nature of princes and "the actions of great men", based not only on reading but also, unusually, on real experience.

The types of political behavior which are discussed with apparent approval by Machiavelli in The Prince were regarded as shocking by contemporaries, and its immorality is still a subject of serious discussion. Although the work advises princes how to tyrannize, Machiavelli is generally thought to have preferred some form of republican government. Some commentators justify his acceptance of immoral and criminal actions by leaders by arguing that he lived during a time of continuous political conflict and instability in Italy, and that his influence has increased the "pleasures, equality and freedom" of many people, loosening the grip of medieval Catholicism's "classical teleology", which "disregarded not only the needs of individuals and the wants of the common man, but stifled innovation, enterprise, and enquiry into cause and effect relationships that now allow us to control nature".

On the other hand, Strauss (1958:11) notes that "even if we were forced to grant that Machiavelli was essentially a patriot or a scientist, we would not be forced to deny that he was a teacher of evil". Furthermore, Machiavelli "was too thoughtful not to know what he was doing and too generous not to admit it to his reasonable friends".

Machiavelli emphasized the need for looking at the "effectual truth" (verita effetuale), as opposed to relying on "imagined republics and principalities". He states the difference between honorable behavior and criminal behavior by using the metaphor of animals, saying that "there are two ways of contending, one in accordance with the laws, the other by force; the first of which is proper to men, the second to beast". In The Prince he does not explain what he thinks the best ethical or political goals are, except the control of one's own fortune, as opposed to waiting to see what chance brings. Machiavelli took it for granted that would-be leaders naturally aim at glory or honour. He associated these goals with a need for "virtue" and "prudence" in a leader, and saw such virtues as essential to good politics. That great men should develop and use their virtue and prudence was a traditional theme of advice to Christian princes. And that more virtue meant less reliance on chance was a classically influenced "humanist commonplace" in Machiavelli's time, as Fischer (2000:75) says, even if it was somewhat controversial. However, Machiavelli went far beyond other authors in his time, who in his opinion left things to fortune, and therefore to bad rulers, because of their Christian beliefs. He used the words "virtue" and "prudence" to refer to glory-seeking and spirited excellence of character, in strong contrast to the traditional Christian uses of those terms, but more keeping with the original pre-Christian Greek and Roman concepts from which they derived. He encouraged ambition and risk taking. So in another break with tradition, he treated not only stability, but also radical innovation, as possible aims of a prince in a political community. Managing major reforms can show off a Prince's virtue and give him glory. He clearly felt Italy needed major reform in his time, and this opinion of his time is widely shared.

Machiavelli's descriptions encourage leaders to attempt to control their fortune gloriously, to the extreme extent that some situations may call for a fresh "founding" (or re-founding) of the "modes and orders" that define a community, despite the danger and necessary evil and lawlessness of such a project. Founding a wholly new state, or even a new religion, using injustice and immorality has even been called the chief theme of The Prince. Machiavelli justifies this position by explaining how if "a prince did not win love he may escape hate" by personifying injustice and immorality; therefore, he will never loosen his grip since "fear is held by the apprehension of punishment" and never diminishes as time goes by. For a political theorist to do this in public was one of Machiavelli's clearest breaks not just with medieval scholasticism, but with the classical tradition of political philosophy, especially the favorite philosopher of Catholicism at the time, Aristotle. This is one of Machiavelli's most lasting influences upon modernity.

Nevertheless, Machiavelli was heavily influenced by classical pre-Christian political philosophy. According to Strauss (1958:291) Machiavelli refers to Xenophon more than Plato, Aristotle, and Cicero put together. Xenophon wrote one of the classic mirrors of princes, the Education of Cyrus. Gilbert (1938:236) wrote: "The Cyrus of Xenophon was a hero to many a literary man of the sixteenth century, but for Machiavelli he lived". Xenophon also, as Strauss pointed out, wrote a dialogue, Hiero which showed a wise man dealing sympathetically with a tyrant, coming close to what Machiavelli would do in uprooting the ideal of "the imagined prince". Xenophon however, like Plato and Aristotle, was a follower of Socrates, and his works show approval of a "teleological argument", while Machiavelli rejected such arguments. On this matter, Strauss (1958:222–23) gives evidence that Machiavelli may have seen himself as having learned something from Democritus, Epicurus and classical materialism, which was however not associated with political realism, or even any interest in politics.

On the topic of rhetoric Machiavelli, in his introduction, stated that "I have not embellished or crammed this book with rounded periods or big, impressive words, or with any blandishment or superfluous decoration of the kind which many are in the habit of using to describe or adorn what they have produced". This has been interpreted as showing a distancing from traditional rhetoric styles, but there are echoes of classical rhetoric in several areas. In Chapter 18, for example, he uses a metaphor of a lion and a fox, examples of force and cunning; according to Zerba (2004:217), "the Roman author from whom Machiavelli in all likelihood drew the simile of the lion and the fox" was Cicero. The Rhetorica ad Herennium, a work which was believed during Machiavelli's time to have been written by Cicero, was used widely to teach rhetoric, and it is likely that Machiavelli was familiar with it. Unlike Cicero's more widely accepted works however, according to Cox (1997:1122), "Ad Herennium ... offers a model of an ethical system that not only condones the practice of force and deception but appears to regard them as habitual and indeed germane to political activity". This makes it an ideal text for Machiavelli to have used.

Influence

To quote Bireley (1990:14):

...there were in circulation approximately fifteen editions of the Prince and nineteen of the Discourses and French translations of each before they were placed on the Index of Paul IV in 1559, a measure which nearly stopped publication in Catholic areas except in France. Three principal writers took the field against Machiavelli between the publication of his works and their condemnation in 1559 and again by the Tridentine Index in 1564. These were the English cardinal Reginald Pole and the Portuguese bishop Jerónimo Osório, both of whom lived for many years in Italy, and the Italian humanist and later bishop, Ambrogio Caterino Politi.

Emperor Charles V, or Charles I of Spain. A Catholic king in the first generation to read The Prince.
 
Henry VIII of England. A king who eventually split with the Catholic church, and supported some Protestant ideas in the first generation to read The Prince.

Machiavelli's ideas on how to accrue honour and power as a leader had a profound impact on political leaders throughout the modern west, helped by the new technology of the printing press. Pole reported that it was spoken of highly by his enemy Thomas Cromwell in England, and had influenced Henry VIII in his turn towards Protestantism, and in his tactics, for example during the Pilgrimage of Grace. A copy was also possessed by the Catholic king and emperor Charles V. In France, after an initially mixed reaction, Machiavelli came to be associated with Catherine de Medici and the St Bartholomew's Day Massacre. As Bireley (1990:17) reports, in the 16th century, Catholic writers "associated Machiavelli with the Protestants, whereas Protestant authors saw him as Italian and Catholic". In fact, he was apparently influencing both Catholic and Protestant kings.

One of the most important early works dedicated to criticism of Machiavelli, especially The Prince, was that of the Huguenot, Innocent Gentillet, Discourse against Machiavelli, commonly also referred to as Anti Machiavel, published in Geneva in 1576. He accused Machiavelli of being an atheist and accused politicians of his time by saying that they treated his works as the "Koran of the courtiers". Another theme of Gentillet was more in the spirit of Machiavelli himself: he questioned the effectiveness of immoral strategies (just as Machiavelli had himself done, despite also explaining how they could sometimes work). This became the theme of much future political discourse in Europe during the 17th century. This includes the Catholic Counter Reformation writers summarised by Bireley: Giovanni Botero, Justus Lipsius, Carlo Scribani, Adam Contzen, Pedro de Ribadeneira, and Diego de Saavedra Fajardo. These authors criticized Machiavelli, but also followed him in many ways. They accepted the need for a prince to be concerned with reputation, and even a need for cunning and deceit, but compared to Machiavelli, and like later modernist writers, they emphasized economic progress much more than the riskier ventures of war. These authors tended to cite Tacitus as their source for realist political advice, rather than Machiavelli, and this pretense came to be known as "Tacitism".

Modern materialist philosophy developed in the 16th, 17th and 18th century, starting in the generations after Machiavelli. The importance of Machiavelli's realism was noted by many important figures in this endeavor, for example Jean Bodin, Francis Bacon, Harrington, John Milton, Spinoza, Rousseau, Hume, Edward Gibbon, and Adam Smith. Although he was not always mentioned by name as an inspiration, due to his controversy, he is also thought to have been an influence for other major philosophers, such as Montaigne, Descartes, Hobbes, Locke and Montesquieu.

In literature:

Amongst later political leaders:

20th-century Italian-American mobsters were influenced by The Prince. John Gotti and Roy DeMeo would regularly quote The Prince and consider it to be the "Mafia Bible".

Interpretation of The Prince as political satire or as deceit

Satire

This interpretation was famously put forth by scholar Garrett Mattingly (1958), who stated that "In some ways, Machiavelli's little treatise was just like all the other "Mirrors of Princes", in other ways it was a diabolical burlesque of all of them, like a political Black Mass."

This position was taken up previously by some of the more prominent Enlightenment philosophes. Diderot speculated that it was a work designed not to mock, but to secretly expose corrupt princely rule. And in his The Social Contract, the French philosopher Jean-Jacques Rousseau said:

Machiavelli was a proper man and a good citizen; but, being attached to the court of the Medici, he could not help veiling his love of liberty in the midst of his country's oppression. The choice of his detestable hero, Cesare Borgia, clearly enough shows his hidden aim; and the contradiction between the teaching of the Prince and that of the Discourses on Livy and the History of Florence shows that this profound political thinker has so far been studied only by superficial or corrupt readers. The Court of Rome sternly prohibited his book. I can well believe it; for it is that Court it most clearly portrays.

Whether or not the word "satire" is the best choice, the interpretation is very rare amongst those who study Machiavelli's works, for example Isaiah Berlin states that he can't find anything other than Machiavelli's work that "reads less" like a satirical piece.

Deceit

Mary Dietz, in her essay Trapping The Prince, writes that Machiavelli's agenda was not to be satirical, as Rousseau had argued, but instead was "offering carefully crafted advice (such as arming the people) designed to undo the ruler if taken seriously and followed." By this account, the aim was to reestablish the republic in Florence. She focuses on three categories in which Machiavelli gives paradoxical advice:

  • He discourages liberality and favors deceit to guarantee support from the people. Yet Machiavelli is keenly aware of the fact that an earlier pro-republican coup had been thwarted by the people's inaction that itself stemmed from the prince's liberality.
  • He supports arming the people despite the fact that he knows the Florentines are decidedly pro-democratic and would oppose the prince.
  • He encourages the prince to live in the city he conquers. This opposes the Medici's habitual policy of living outside the city. It also makes it easier for rebels or a civilian militia to attack and overthrow the prince.

According to Dietz, the trap never succeeded because Lorenzo – "a suspicious prince" – apparently never read the work of the "former republican."

Other interpretations

The Italian Marxist philosopher Antonio Gramsci argued that Machiavelli's audience for this work was not the classes who already rule (or have "hegemony") over the common people, but the common people themselves, trying to establish a new hegemony, and making Machiavelli the first "Italian Jacobin".

Hans Baron is one of the few major commentators who argues that Machiavelli must have changed his mind dramatically in favour of free republics, after having written The Prince.

 

Innovation

From Wikipedia, the free encyclopedia

Thomas Edison with phonograph. Edison was one of the most prolific inventors in history, holding 1,093 U.S. patents in his name.

Innovation is the practical implementation of ideas that result in the introduction of new goods or services or improvement in offering goods or services. ISO TC 279 on innovation management proposes in the standards, ISO 56000:2020  to define innovation as "a new or changed entity creating or redistributing value". However, many scholars and governmental organizations have given their own definition of the concept. Some common element in the different definitions is a focus on newness, improvement and spread. It is also often viewed as taking place through the provision of more-effective products, processes, services, technologies, art works or business models that innovators make available to markets, governments and society. Innovation is related to, but not the same as, invention: innovation is more apt to involve the practical implementation of an invention (i.e. new / improved ability) to make a meaningful impact in a market or society, and not all innovations require a new invention.

Technical innovation often manifests itself via the engineering process when the problem being solved is of a technical or scientific nature. The opposite of innovation is exnovation.

Definition

Surveys of the literature on innovation have found a large variety of definitions. In 2009, Baregheh et al. found around 60 definitions in different scientific papers, while a 2014 survey found over 40. Based on their survey, Baragheh et al. attempted to define a multidisciplinary definition and arrived at the following definition:

"Innovation is the multi-stage process whereby organizations transform ideas into new/improved products, service or processes, in order to advance, compete and differentiate themselves successfully in their marketplace"

In an industrial survey of how the software industry defined innovation, the following definition given by Crossan and Apaydin was considered to be the most complete, which builds on the Organisation for Economic Co-operation and Development (OECD) manual's definition:

Innovation is production or adoption, assimilation, and exploitation of a value-added novelty in economic and social spheres; renewal and enlargement of products, services, and markets; development of new methods of production; and the establishment of new management systems. It is both a process and an outcome.

Influential scholar Everett Rogers, defines it as follows:

"An idea, practice, or object that is perceived as new by an individual or other unit of adoption"

According to Kanter, innovation includes original invention and creative use and defines innovation as a generation, admission and realization of new ideas, products, services and processes.

Two main dimensions of innovation were degree of [novelty] (i.e. whether an innovation is new to the firm, new to the market, new to the industry, or new to the world) and kind of innovation (i.e. whether it is processor product-service system innovation). In recent organizational scholarship, researchers of workplaces have also distinguished innovation to be separate from creativity, by providing an updated definition of these two related but distinct constructs:

Workplace creativity concerns the cognitive and behavioral processes applied when attempting to generate novel ideas. Workplace innovation concerns the processes applied when attempting to implement new ideas. Specifically, innovation involves some combination of problem/opportunity identification, the introduction, adoption or modification of new ideas germane to organizational needs, the promotion of these ideas, and the practical implementation of these ideas.

Peter Drucker wrote:

Innovation is the specific function of entrepreneurship, whether in an existing business, a public service institution, or a new venture started by a lone individual in the family kitchen. It is the means by which the entrepreneur either creates new wealth-producing resources or endows existing resources with enhanced potential for creating wealth.

Creativity and innovation

In general, innovation is distinguished from creativity by its emphasis on the implementation of creative ideas in an economic setting. Amabile and Pratt in 2016, drawing on the literature, distinguish between creativity ("the production of novel and useful ideas by an individual or small group of individuals working together") and innovation ("the successful implementation of creative ideas within an organization").

Types

Several frameworks have been proposed for defining types of innovation.

Sustaining vs disruptive innovation

One framework proposed by Clayton Christensen draws a distinction between sustaining and disruptive innovations. Sustaining innovation is the improvement of a product or service based on the known needs of current customers (e.g. faster microprocessors, flat screen televisions). Disruptive innovation in contrast refers to a process by which a new product or service creates a new market (e.g. transistor radio, free crowdsourced encyclopedia, etc.), eventually displacing established competitors. According to Christensen, disruptive innovations are critical to long-term success in business.

Disruptive innovation is often enabled by disruptive technology. Marco Iansiti and Karim R. Lakhani define foundational technology as having the potential to create new foundations for global technology systems over the longer term. Foundational technology tends to transform business operating models as entirely new business models emerge over many years, with gradual and steady adoption of the innovation leading to waves of technological and institutional change that gain momentum more slowly. The advent of the packet-switched communication protocol TCP/IP—originally introduced in 1972 to support a single use case for United States Department of Defense electronic communication (email), and which gained widespread adoption only in the mid-1990s with the advent of the World Wide Web—is a foundational technology.

Four types model

Another framework was suggested by Henderson and Clark. They divide innovation into four types;

  • Radical innovation: "establishes a new dominant design and, hence, a new set of core design concepts embodied in components that are linked together in a new architecture." (p.11)
  • Incremental innovation: "refines and extends an established design. Improvement occurs in individual components, but the underlying core design concepts, and the links between them, remain the same." (p.11)
  • Architectural innovation: "innovation that changes only the relationships between them [the core design concepts]" (p.12)
  • Modular Innovation: "innovation that changes only the core design concepts of a technology" (p.12)

While Henderson and Clark as well as Christensen talk about technical innovation there are other kinds of innovation as well, such as service innovation and organizational innovation.

Non-economic innovation

The classical definition of innovation being limited to the primary goal of generating profit for a firm, has led others to define other types of innovation such as: social innovation, sustainable or green innovation, and responsible innovation.

History

The word "innovation" once had a quite different meaning. The first full-length discussion about innovation is the account by the Greek philosopher and historian Xenophon (430–355 BCE). He viewed the concept as multifaceted and connected it to political action. The word for innovation that he uses is 'Kainotomia' and before him it had been used in two plays by Aristophanes. Plato discussed innovation in his book Laws and was not very fond of the concept. He was skeptical to it in both culture (dancing and art) and education (he did not believe in introducing new games and toys to the kids). Aristotle did not like organizational innovations as he believed that all possible forms of organization had been discovered. (Politics II as cited by Benoît Godin 2015)

Before the 4th century in Rome, the words novitas and res nova / nova resmeant were used with either negative or positive judgment on the innovator. This concept meant renewing and was incorporated into the new word innovo in the centuries that followed. It was used in the Vulgate Bible in spiritual as well as political contexts. It was also used in poetry and then mainly had spiritual connotations but was also connected to political, material and cultural aspects.

In Machiavelli's The Prince (1513), innovation is described in a political setting. It is portrayed as a strategy a Prince may employ in order to cope with a constantly changing world as well as the corruption within it. Here innovation is described as introducing change in government (new laws and institutions) in Machiavelli's later book The Discourses (1528) innovation is described as imitation, as a return to the original that has been corrupted by people and by time. Thus for Machiavelli Innovation came with positive connotations. This is however an exception in the description of innovation from the 16th century and onward. No innovator from the renaissance until the late 19th century ever thought of applying the word innovator upon themselves, it was a word used to attack enemies.

The word "innovation" once had a different meaning. From the 1400s through the 1600s, the concept of innovation was pejorative – the term was an early-modern synonym for "rebellion", "revolt" and "heresy". In the 1800s people promoting capitalism saw socialism as an innovation and spent a lot of energy working against it. For instance Goldwin Smith saw the spread of social innovations as an attack on money and banks. These social innovations were socialism, communism, nationalization, cooperative associations.

In the 1900s the concept of innovation did not become popular until after the Second World War. This is the point in time when people started to talk about technological product innovation and tie it to the idea of economic growth and competitive advantage. Joseph Schumpeter (1883–1950) is often credited for being the one who made the term popular and he contributed greatly to the study of innovation economics,

In business and in economics, innovation can be a catalyst for growth. With rapid advancements in transportation and communications over the past few decades, the old concepts of factor endowments and comparative advantage which focused on an area's unique inputs are outmoded in today's global economy. Schumpeter argued that industries must incessantly revolutionize the economic structure from within, that is innovate with better or more effective processes and products, as well as market distribution, such as the connection from the craft shop to factory. He famously asserted that "creative destruction is the essential fact about capitalism". Entrepreneurs continuously look for better ways to satisfy their consumer base with improved quality, durability, service and price which come to fruition in innovation with advanced technologies and organizational strategies.

A prime example of innovation involved the boom of Silicon Valley startups out of the Stanford Industrial Park. In 1957, dissatisfied employees of Shockley Semiconductor, the company of Nobel laureate and co-inventor of the transistor William Shockley, left to form an independent firm, Fairchild Semiconductor. After several years, Fairchild developed into a formidable presence in the sector. Eventually, these founders left to start their own companies based on their own unique ideas, and then leading employees started their own firms. Over the next 20 years, this process resulted in the momentous startup-company explosion of information-technology firms. Silicon Valley began as 65 new enterprises born out of Shockley's eight former employees.

Another example involves business incubators – a phenomenon nurtured by governments around the world, close to knowledge clusters (mostly research-based) like universities or other Government Excellence Centres – which aim primarily to channel generated knowledge to applied innovation outcomes in order to stimulate regional or national economic growth.

Process of innovation

One of the early models included only three phases of innovation. According to Utterback (1971), these phases were: 1) idea generation, 2) problem solving, and 3) implementation. By the time one completed phase 2, one had an invention, but until one got it to the point of having an economic impact, one didn't have an innovation. Diffusion wasn't considered a phase of innovation. Focus at this point in time was on manufacturing.

All organizations can innovate, including for example hospitals, universities, and local governments. The organization requires a proper structure in order to retain competitive advantage. Organizations can also improve profits and performance by providing work groups opportunities and resources to innovate, in addition to employee's core job tasks. Executives and managers have been advised to break away from traditional ways of thinking and use change to their advantage. The world of work is changing with the increased use of technology and companies are becoming increasingly competitive. Companies will have to downsize or reengineer their operations to remain competitive. This will affect employment as businesses will be forced to reduce the number of people employed while accomplishing the same amount of work if not more.

For instance, former Mayor Martin O’Malley pushed the City of Baltimore to use CitiStat, a performance-measurement data and management system that allows city officials to maintain statistics on several areas from crime trends to the conditions of potholes. This system aided in better evaluation of policies and procedures with accountability and efficiency in terms of time and money. In its first year, CitiStat saved the city $13.2 million. Even mass transit systems have innovated with hybrid bus fleets to real-time tracking at bus stands. In addition, the growing use of mobile data terminals in vehicles, that serve as communication hubs between vehicles and a control center, automatically send data on location, passenger counts, engine performance, mileage and other information. This tool helps to deliver and manage transportation systems.

Still other innovative strategies include hospitals digitizing medical information in electronic medical records. For example, the U.S. Department of Housing and Urban Development's HOPE VI initiatives turned severely distressed public housing in urban areas into revitalized, mixed-income environments; the Harlem Children’s Zone used a community-based approach to educate local area children; and the Environmental Protection Agency's brownfield grants facilitates turning over brownfields for environmental protection, green spaces, community and commercial development.

Sources of innovation

Innovation may occur as a result of a focus effort by a range of different agents, by chance, or as a result of a major system failure. According to Peter F. Drucker, the general sources of innovations are different changes in industry structure, in market structure, in local and global demographics, in human perception, mood and meaning, in the amount of already available scientific knowledge, etc.

Original model of three phases of the process of Technological Change

In the simplest linear model of innovation the traditionally recognized source is manufacturer innovation. This is where an agent (person or business) innovates in order to sell the innovation. Specifically, R&D measurement is the commonly used input for innovation, in particular in the business sector, named Business Expenditure on R&D (BERD) that grew over the years on the expenses of the declining R&D invested by the public sector.

Another source of innovation, only now becoming widely recognized, is end-user innovation. This is where an agent (person or company) develops an innovation for their own (personal or in-house) use because existing products do not meet their needs. MIT economist Eric von Hippel has identified end-user innovation as, by far, the most important and critical in his classic book on the subject, "The Sources of Innovation".

The robotics engineer Joseph F. Engelberger asserts that innovations require only three things:

  1. a recognized need
  2. competent people with relevant technology
  3. financial support

Innovation processes usually involve: identifying customer needs, macro and meso trends, developing competences, and finding financial support.

The Kline chain-linked model of innovation places emphasis on potential market needs as drivers of the innovation process, and describes the complex and often iterative feedback loops between marketing, design, manufacturing, and R&D.

Facilitating innovation

Innovation by businesses is achieved in many ways, with much attention now given to formal research and development (R&D) for "breakthrough innovations". R&D help spur on patents and other scientific innovations that leads to productive growth in such areas as industry, medicine, engineering, and government. Yet, innovations can be developed by less formal on-the-job modifications of practice, through exchange and combination of professional experience and by many other routes. Investigation of relationship between the concepts of innovation and technology transfer revealed overlap. The more radical and revolutionary innovations tend to emerge from R&D, while more incremental innovations may emerge from practice – but there are many exceptions to each of these trends.

Information technology and changing business processes and management style can produce a work climate favorable to innovation. For example, the software tool company Atlassian conducts quarterly "ShipIt Days" in which employees may work on anything related to the company's products. Google employees work on self-directed projects for 20% of their time. Both companies cite these bottom-up processes as major sources for new products and features.

An important innovation factor includes customers buying products or using services. As a result, organizations may incorporate users in focus groups (user centred approach), work closely with so called lead users (lead user approach), or users might adapt their products themselves. The lead user method focuses on idea generation based on leading users to develop breakthrough innovations. U-STIR, a project to innovate Europe's surface transportation system, employs such workshops. Regarding this user innovation, a great deal of innovation is done by those actually implementing and using technologies and products as part of their normal activities. Sometimes user-innovators may become entrepreneurs, selling their product, they may choose to trade their innovation in exchange for other innovations, or they may be adopted by their suppliers. Nowadays, they may also choose to freely reveal their innovations, using methods like open source. In such networks of innovation the users or communities of users can further develop technologies and reinvent their social meaning.

One technique for innovating a solution to an identified problem is to actually attempt an experiment with many possible solutions. This technique was famously used by Thomas Edison's laboratory to find a version of the incandescent light bulb economically viable for home use, which involved searching through thousands of possible filament designs before settling on carbonized bamboo.

This technique is sometimes used in pharmaceutical drug discovery. Thousands of chemical compounds are subjected to high-throughput screening to see if they have any activity against a target molecule which has been identified as biologically significant to a disease. Promising compounds can then be studied; modified to improve efficacy, reduce side effects, and reduce cost of manufacture; and if successful turned into treatments.

The related technique of A/B testing is often used to help optimize the design of web sites and mobile apps. This is used by major sites such as amazon.com, Facebook, Google, and Netflix. Procter & Gamble uses computer-simulated products and online user panels to conduct larger numbers of experiments to guide the design, packaging, and shelf placement of consumer products. Capital One uses this technique to drive credit card marketing offers.

Goals and failures

Programs of organizational innovation are typically tightly linked to organizational goals and objectives, to the business plan, and to market competitive positioning. One driver for innovation programs in corporations is to achieve growth objectives. As Davila et al. (2006) notes, "Companies cannot grow through cost reduction and reengineering alone... Innovation is the key element in providing aggressive top-line growth, and for increasing bottom-line results".

One survey across a large number of manufacturing and services organizations found, ranked in decreasing order of popularity, that systematic programs of organizational innovation are most frequently driven by: improved quality, creation of new markets, extension of the product range, reduced labor costs, improved production processes, reduced materials, reduced environmental damage, replacement of products/services, reduced energy consumption, conformance to regulations.

These goals vary between improvements to products, processes and services and dispel a popular myth that innovation deals mainly with new product development. According to Andrea Vaona and Mario Pianta, some example goals of innovation could stem from two different types of technological strategies: technological competitiveness and active price competitiveness. Technological competitiveness may have a tendency to be pursued by smaller firms and can be characterized as "efforts for market-oriented innovation, such as a strategy of market expansion and patenting activity." On the other hand, active price competitiveness is geared toward process innovations that lead to efficiency and flexibility, which tend to be pursued by large, established firms as they seek to expand their market foothold. Most of the goals could apply to any organization be it a manufacturing facility, marketing company, hospital or government. Whether innovation goals are successfully achieved or otherwise depends greatly on the environment prevailing in the organization.

Conversely, failure can develop in programs of innovations. The causes of failure have been widely researched and can vary considerably. Some causes will be external to the organization and outside its influence of control. Others will be internal and ultimately within the control of the organization. Internal causes of failure can be divided into causes associated with the cultural infrastructure and causes associated with the innovation process itself. Common causes of failure within the innovation process in most organizations can be distilled into five types: poor goal definition, poor alignment of actions to goals, poor participation in teams, poor monitoring of results, poor communication and access to information.

Diffusion

InnovationLifeCycle.jpg

Diffusion of innovation research was first started in 1903 by seminal researcher Gabriel Tarde, who first plotted the S-shaped diffusion curve. Tarde defined the innovation-decision process as a series of steps that include:

  1. knowledge
  2. forming an attitude
  3. a decision to adopt or reject
  4. implementation and use
  5. confirmation of the decision

Once innovation occurs, innovations may be spread from the innovator to other individuals and groups. This process has been proposed that the lifecycle of innovations can be described using the 's-curve' or diffusion curve. The s-curve maps growth of revenue or productivity against time. In the early stage of a particular innovation, growth is relatively slow as the new product establishes itself. At some point, customers begin to demand and the product growth increases more rapidly. New incremental innovations or changes to the product allow growth to continue. Towards the end of its lifecycle, growth slows and may even begin to decline. In the later stages, no amount of new investment in that product will yield a normal rate of return.

The s-curve derives from an assumption that new products are likely to have "product life" – ie, a start-up phase, a rapid increase in revenue and eventual decline. In fact, the great majority of innovations never get off the bottom of the curve, and never produce normal returns.

Innovative companies will typically be working on new innovations that will eventually replace older ones. Successive s-curves will come along to replace older ones and continue to drive growth upwards. In the figure above the first curve shows a current technology. The second shows an emerging technology that currently yields lower growth but will eventually overtake current technology and lead to even greater levels of growth. The length of life will depend on many factors.

Measures

Measuring innovation is inherently difficult as it implies commensurability so that comparisons can be made in quantitative terms. Innovation, however, is by definition novelty. Comparisons are thus often meaningless across products or service. Nevertheless, Edison et al. in their review of literature on innovation management found 232 innovation metrics. They categorized these measures along five dimensions; ie inputs to the innovation process, output from the innovation process, effect of the innovation output, measures to access the activities in an innovation process and availability of factors that facilitate such a process.

There are two different types of measures for innovation: the organizational level and the political level.

Organizational-level

The measure of innovation at the organizational level relates to individuals, team-level assessments, and private companies from the smallest to the largest company. Measure of innovation for organizations can be conducted by surveys, workshops, consultants, or internal benchmarking. There is today no established general way to measure organizational innovation. Corporate measurements are generally structured around balanced scorecards which cover several aspects of innovation such as business measures related to finances, innovation process efficiency, employees' contribution and motivation, as well benefits for customers. Measured values will vary widely between businesses, covering for example new product revenue, spending in R&D, time to market, customer and employee perception & satisfaction, number of patents, additional sales resulting from past innovations.

Political-level

For the political level, measures of innovation are more focused on a country or region competitive advantage through innovation. In this context, organizational capabilities can be evaluated through various evaluation frameworks, such as those of the European Foundation for Quality Management. The OECD Oslo Manual (1992) suggests standard guidelines on measuring technological product and process innovation. Some people consider the Oslo Manual complementary to the Frascati Manual from 1963. The new Oslo Manual from 2018 takes a wider perspective to innovation, and includes marketing and organizational innovation. These standards are used for example in the European Community Innovation Surveys.

Other ways of measuring innovation have traditionally been expenditure, for example, investment in R&D (Research and Development) as percentage of GNP (Gross National Product). Whether this is a good measurement of innovation has been widely discussed and the Oslo Manual has incorporated some of the critique against earlier methods of measuring. The traditional methods of measuring still inform many policy decisions. The EU Lisbon Strategy has set as a goal that their average expenditure on R&D should be 3% of GDP. In a study, the top spenders in terms of R&D in 2018 spent an average of 22% of their GP (Gross Profit) on R&D.

Indicators

Many scholars claim that there is a great bias towards the "science and technology mode" (S&T-mode or STI-mode), while the "learning by doing, using and interacting mode" (DUI-mode) is ignored and measurements and research about it rarely done. For example, an institution may be high tech with the latest equipment, but lacks crucial doing, using and interacting tasks important for innovation.

A common industry view (unsupported by empirical evidence) is that comparative cost-effectiveness research is a form of price control which reduces returns to industry, and thus limits R&D expenditure, stifles future innovation and compromises new products access to markets. Some academics claim cost-effectiveness research is a valuable value-based measure of innovation which accords "truly significant" therapeutic advances (ie providing "health gain") higher prices than free market mechanisms. Such value-based pricing has been viewed as a means of indicating to industry the type of innovation that should be rewarded from the public purse.

An Australian academic developed the case that national comparative cost-effectiveness analysis systems should be viewed as measuring "health innovation" as an evidence-based policy concept for valuing innovation distinct from valuing through competitive markets, a method which requires strong anti-trust laws to be effective, on the basis that both methods of assessing pharmaceutical innovations are mentioned in annex 2C.1 of the Australia-United States Free Trade Agreement.

Indices

Several indices attempt to measure innovation and rank entities based on these measures, such as:

Rankings

Common areas of focus include: high-tech companies, manufacturing, patents, post secondary education, research and development, and research personnel. The left ranking of the top 10 countries below is based on the 2020 Bloomberg Innovation Index. However, studies may vary widely; for example the Global Innovation Index 2016 ranks Switzerland as number one wherein countries like South Korea, Japan, and China do not even make the top ten.

Bloomberg Innovation Index 2020
Rank Country/Territory Index
1  Germany 87.38
2  South Korea 87.3
3  Singapore 85.57
4   Switzerland 85.49
5  Sweden 84.78
6  Israel 84.49
7  Finland 84.15
8  Denmark 83.21
9  United States 81.40
10  France 81.67
 
Global Innovation Index 2020
Rank Country/Territory Index
1   Switzerland 66.08
2  Sweden 62.47
3  United States 60.56
4  United Kingdom 59.78
5  Netherlands 58.76
6  Denmark 57.53
7  Finland 57.02
8  Singapore 56.61
9  Germany 56.55
10  South Korea 56.11

Innovation Indicator 2018
Rank Country/Territory Index
1  Singapore 73
2   Switzerland 72
3  Belgium 59
4  Germany 55
5  Sweden 54
6  United States 52
7  United Kingdom 52
8  Denmark 51
9  Ireland 51
10  South Korea 51

Rate of innovation

In 2005 Jonathan Huebner, a physicist working at the Pentagon's Naval Air Warfare Center, argued on the basis of both U.S. patents and world technological breakthroughs, per capita, that the rate of human technological innovation peaked in 1873 and has been slowing ever since. In his article, he asked "Will the level of technology reach a maximum and then decline as in the Dark Ages?" In later comments to New Scientist magazine, Huebner clarified that while he believed that we will reach a rate of innovation in 2024 equivalent to that of the Dark Ages, he was not predicting the reoccurrence of the Dark Ages themselves.

John Smart criticized the claim and asserted that technological singularity researcher Ray Kurzweil and others showed a "clear trend of acceleration, not deceleration" when it came to innovations. The foundation replied to Huebner the journal his article was published in, citing Second Life and eHarmony as proof of accelerating innovation; to which Huebner replied. However, Huebner's findings were confirmed in 2010 with U.S. Patent Office data. and in a 2012 paper.

Innovation and development

The theme of innovation as a tool to disrupting patterns of poverty has gained momentum since the mid-2000s among major international development actors such as DFID, Gates Foundation's use of the Grand Challenge funding model, and USAID's Global Development Lab. Networks have been established to support innovation in development, such as D-Lab at MIT. Investment funds have been established to identify and catalyze innovations in developing countries, such as DFID's Global Innovation Fund, Human Development Innovation Fund, and (in partnership with USAID) the Global Development Innovation Ventures.

The United States has to continue to play on the same level of playing field as its competitors in federal research. This can be achieved being strategically innovative through investment in basic research and science".

Government policies

Given the noticeable effects on efficiency, quality of life, and productive growth, innovation is a key factor in society and economy. Consequently, policymakers have long worked to develop environments that will foster innovation and its resulting positive benefits, from funding Research and Development to supporting regulatory change, funding the development of innovation clusters, and using public purchasing and standardisation to 'pull' innovation through.

For instance, experts are advocating that the U.S. federal government launch a National Infrastructure Foundation, a nimble, collaborative strategic intervention organization that will house innovations programs from fragmented silos under one entity, inform federal officials on innovation performance metrics, strengthen industry-university partnerships, and support innovation economic development initiatives, especially to strengthen regional clusters. Because clusters are the geographic incubators of innovative products and processes, a cluster development grant program would also be targeted for implementation. By focusing on innovating in such areas as precision manufacturing, information technology, and clean energy, other areas of national concern would be tackled including government debt, carbon footprint, and oil dependence. The U.S. Economic Development Administration understand this reality in their continued Regional Innovation Clusters initiative. The United States also has to integrate her supply-chain and improve her applies research capability and downstream process innovation.

In addition, federal grants in R&D, a crucial driver of innovation and productive growth, should be expanded to levels similar to Japan, Finland, South Korea, and Switzerland in order to stay globally competitive. Also, such grants should be better procured to metropolitan areas, the essential engines of the American economy.

Many countries recognize the importance of research and development as well as innovation including Japan's Ministry of Education, Culture, Sports, Science and Technology (MEXT); Germany's Federal Ministry of Education and Research; and the Ministry of Science and Technology in the People's Republic of China. Furthermore, Russia's innovation programme is the Medvedev modernisation programme which aims at creating a diversified economy based on high technology and innovation. Also, the Government of Western Australia has established a number of innovation incentives for government departments. Landgate was the first Western Australian government agency to establish its Innovation Program.

Regions have taken a more proactive role in supporting innovation. Many regional governments are setting up regional innovation agency to strengthen regional innovation capabilities. In Medellin, Colombia, the municipality of Medellin created in 2009 Ruta N to transform the city into a knowledge city.

 

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