Lay an Egg and Make Chicken Soup Review

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Arie Brish

The popular best seller business book “Lay an Egg and Make Chicken Soup” has been immensely prevalent with young entrepreneurs and investors thus has been ranked among the uppermost in multiple business categories since 2018, including several #1 placements. It is also used in several universities around the country.

The book is a practical guide for all the moving parts and potential blind spots in commercializing new products, new services, or new business. It is industry agnostic and covers new ventures, innovation processes in large companies, and refreshing existing small businesses. It is a serious business book but written in an entertaining easy to read flow. The book’s motto is INNOVATION = IDEA X EXECUTION. I also teach the topic in various academic forums.

Target audience: First-time entrepreneurs, young executives, rookie business owners, novice venture investors.

I have been blessed to work in multiple industries. One important lesson I learned by doing so is that one sector can learn a great deal of experience from another. “Business as usual” in one industry might be a radical out-of-the-box concept in another. Therefore, in Lay an Egg and Make Chicken Soup, I have tried to cover many sectors to expose the reader to different ways of doing things in various vertical segments. Some of the verticals covered in this book are technology, automotive, cybersecurity, communication, mobile phones, chemicals, fashion, entertainment, gaming, construction, transportation, food, sex, jewelry, health, energy, sports, alcohol, gangs, banking, insurance, airlines, aircraft, religion, tattoos, and—last but not least—poultry farming. Some more, some less.

The case studies are likewise geographically diverse, and in relevant examples, I underscore the difference between corporate innovation and innovation at a start-up. When the differences between the two are significant, I address both separately.

Many of the case studies are intentionally old. I did include a few modern case studies, too, of course, to strike a balance between the remote past and the most recent past (i.e., the present). My motivation for illustrating my points with the old examples is twofold: First, in the business world especially, you have to have some time perspective to see the whole impact of a certain strategy. The full historical impact of a new product or service introduction is revealed only after significant time has passed. Second, my target readers are “first-timers” to higher levels of leadership, and they may not be familiar with these tried-and-true examples and their long-term impact.

The second group of real-life examples comes from interviewing industry executives. And the third group of case studies is from my own experience.

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