This is a summary of the book written by “The Scaling Value Playbook: A practical guide for creating innovation networks for impact and growth (De Gruyter Business Playbooks)” written by John Bessant and Ian Gray and published by De Gruyter in 2024. Innovators must build a strategic network to understand how value is created and scaled. The authors shows us how to map out and navigate relationships with consumers, competitors and others who can help or hinder our innovation’s adoption. Infographics, sidebars and exercises in this book help to drive home the message.

The authors begin by dispelling the myth of the “overnight success.” Icons like Steve Jobs, Richard Branson, and James Dyson have all remarked that what appears sudden is, in truth, the result of years of hard work. Consider the story of Otto Rohwedder, who invented the bread-slicing machine in the early 1900s. Rohwedder faced financial setbacks, a devastating factory fire, and skepticism from potential users. Only after years of persistence did his invention find commercial success, leading to a dramatic surge in bread sales and, eventually, transforming the way Americans consumed bread.

This anecdote illustrates a central theme of the book: an idea alone is rarely enough to scale. Instead, innovators must build systems and strategies that support their vision. The process of testing, refining, and launching new ideas is just the beginning. The real challenge lies in the “messy middle”—the uncertain, often perilous stages where many innovations falter. As Professor Rosabeth Moss Kanter notes, long-term success comes to those who approach scaling strategically, leveraging networks of mentors, partners, and diverse teams to navigate obstacles and seize opportunities.

Evidence is another cornerstone of successful scaling. Moving from a handful of early adopters to mainstream acceptance requires proof—both objective and emotional. Some stakeholders, such as those in the pharmaceutical industry, demand rigorous data before embracing a new product. Others are swayed by compelling stories and endorsements. The authors advise innovators to assess what kind of evidence their audience needs and to gather testimonials from experts, customers, and influencers. When people see that others trust and use an innovation, they are more likely to adopt it themselves.

The story of Earl Tupper and Brownie Wise exemplifies this principle. Tupper’s invention of airtight plastic containers initially struggled in the marketplace, despite positive media coverage. It was Wise’s innovative sales strategy—hosting home parties where women could see and use the product—that provided the social proof needed to drive adoption. Today, Tupperware is a global brand, a testament to the power of evidence and network-driven growth.

Scaling innovation also requires a clear vision and an understanding of the barriers ahead. The authors introduce the concept of the “scale panorama,” a three-part framework for planning growth. Innovators must articulate their long-term vision, define the value they aim to create, and specify tangible outcomes such as market share or the number of people served. They must also identify their target audience—whether regional, national, or global—and map out the route to scale, including critical success factors and potential obstacles. Setting short-term goals, achievable within one to three years, helps maintain momentum and focus.

No innovation scales in isolation. Building a network of partnerships is essential. The authors draw parallels to historic achievements, like the ascent of Mount Everest, which succeeded only through the coordinated efforts of a dedicated team. Scaling innovation similarly depends on cultivating relationships with a diverse ecosystem of contributors.

To help innovators understand their networks, the book introduces the “Nine Cs”—distinct roles that people and organizations play:

• Creators generate new value.

• Consumers use products or services.

• Captors (investors) capture value.

• Channels deliver products to consumers.

• Conveyors add value through components or expertise.

• Coordinators bring together various elements.

• Cartographers (regulators, policymakers) shape the environment.

• Competitors vie for resources and customers.

• Complementors provide supporting products or services.

Entities may play multiple roles, and these roles can shift over time. For example, Lebanon’s Ministry of Education acted as a regulator, consumer, and conveyor in its partnership with the education innovator QTL.

The book encourages innovators to regularly assess their relationships within this network, rating their confidence in each area and identifying gaps. Companies like Nike have evolved from creators to coordinators, relying on partners to expand their reach. Liverpool Football Club’s fans serve as both complementors and unofficial cartographers, influencing the club’s decisions and promoting its brand.

Scaling requires organizational agility. Innovators must choose models—franchising, licensing, open source—that suit their goals and be prepared to adapt. Impact Hub’s shift from a centralized to a distributed support model enabled rapid expansion. Limiting bureaucracy and empowering staff, as Netflix does, fosters flexibility and responsiveness. Netflix’s evolution from distributor to creator, conveyor, complementor, and cartographer demonstrates the dynamic nature of scaling in practice.