The Power of Little Ideas by David C. Robertson Summary

The Power of Little Ideas presents a "third way" innovation strategy that avoids disruptive overhauls or incremental tweaks. Instead, it advocates building complementary innovations around a core product to enhance competitiveness, as seen in LEGO’s brick-centered expansions and CarMax’s integrated car-buying ecosystem. The approach focuses on systemic, low-risk changes that amplify a product’s value without altering its essence.

Business leaders, product managers, and innovation strategists seeking sustainable growth strategies will benefit most. The book offers actionable insights for companies facing disruptive threats or stagnant markets, exemplified by Gatorade’s product-line expansions and Disney’s theme park innovations. It’s also relevant for academics studying nontraditional innovation frameworks.

Yes—the book provides a fresh, practical alternative to conventional innovation models. Robertson’s case studies (e.g., Novo Nordisk’s diabetes care ecosystem) and clear three-element framework make it valuable for executives aiming to balance risk and reward. Its emphasis on systemic, complementary innovations fills a gap in mainstream business literature.

1. Complementary innovations: Create a family of supporting products/services around a core offering.
2. Strategic alignment: Ensure all innovations work cohesively toward a single purpose.
3. Core integrity: Avoid fundamental changes to the central product.

Unlike disruptive models that overhaul markets, Robertson’s approach strengthens existing products through peripheral enhancements. For example, GoPro built accessories and content platforms around its cameras instead of reinventing them. This method reduces risk while deepening customer loyalty.

• LEGO: Expanded into video games, movies, and theme parks while keeping bricks central.
• CarMax: Integrated financing, warranties, and no-haggle pricing around used car sales.
• USAA: Added insurance, banking, and retirement services for military families.

He identifies siloed teams, short-term financial focus, and rigidity in product development as barriers. For instance, companies often prioritize disruptive “moonshots” over systemic complementary innovations. Robertson advises aligning incentives and fostering cross-department collaboration to overcome these.

The book expands on concepts from his earlier work, Brick by Brick, which detailed LEGO’s turnaround. Both emphasize iterative, customer-centric innovation—such as LEGO’s partnerships with franchises like Star Wars—while maintaining core product integrity.

Some argue the strategy may lack applicability in hyper-competitive tech sectors requiring radical innovation. Others note potential over-reliance on a single core product, as seen in GoPro’s struggles despite its ecosystem.

With markets prioritizing sustainability over disruption, Robertson’s low-risk framework aligns with trends toward incremental, scalable growth. Examples like Disney’s phased park expansions and Novo Nordisk’s patient-support tools demonstrate its enduring relevance.

Yes—startups like early-stage GoPro used complementary innovations (mounts, editing software) to differentiate without costly R&D. The approach helps resource-constrained firms leverage existing assets for competitive edges.

• “Innovation isn’t about blowing things up—it’s about building things out.”
• “The best innovations make your core product indispensable.”
• “Complementarity turns products into platforms.”