Fearless Growth: The New Rules to Stay Competitive, Foster Innovation, and Dominate Your Markets

Red Wheel/Weiser
Free sample

Is your company fast, creative, and adaptable enough to survive in today's volatile world?

In our age of disruption, your company must be agile and courageous—yet it's easy to react to today's business climate with fear and indecision. Don't make that mistake. To move quickly and intelligently to the changes unfolding around us, you must be sure all levels and functions in your businesses are creative and responsive.

Packed with practical examples, tools, and guidance, Fearless Growth provides new rules to enable your company to adapt faster, move faster, and grow faster. You will learn how to:
  • Capitalize on uncertainties in your market, rather than letting them slow you down.
  • Leverage the talent, assets, technology, and data that exist outside your company.
  • Get in sync with customers, gain early insight into changing needs, and bring the right solutions to market.
  • Open the floodgates of employee creativity, empowering employees to respond quickly and effectively to emerging opportunities.
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About the author

Amanda Setili is president of strategy consulting firm Setili & Associates, whose clients include Coca-Cola, Delta Air Lines, The Home Depot, and Walmart. She previously held positions with McKinsey & Company and Kimberly-Clark and served as an executive with two successful disruptive technology startups in the United States and Malaysia. Setili is a graduate of Vanderbilt University and Harvard Business School and has taught at Emory's Goizueta Business School. She is also the author of The Agility Advantage: How to Identify and Act on Opportunities in a Fast-Changing World.
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Additional Information

Publisher
Red Wheel/Weiser
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Published on
Sep 18, 2017
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Pages
256
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ISBN
9781632658975
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Language
English
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Genres
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Read Aloud
Available on Android devices
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Eligible for Family Library

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Develop the qualities of strategic leadership and become an active contributor to the short- and long-term success of your organization

Today's organizations face two daunting challenges: 1. How to create new sources of competitive advantage to sustain long-term growth, and 2. How to engage leaders at every level of the organization so that they are more proactive and forward-looking in their area of responsibility. The Art of Strategic Leadership uses a unique approach to examine what it means to be a strategic leader. Instead of focusing on the skills, behaviors, and tools found in typical books on strategic leadership, the authors shed light on the attributes and qualities necessary to lead strategic change and help transform a business. Strategic leadership is what modern leadership is all about. Organizations expect leaders to anticipate and be proactive more than ever before. In this book, the authors draw on their vast experience working directly with leaders at all levels and use an intriguing narrative to explain this inside-out approach to understanding strategic leadership. The narrative follows the journey of how one manager discovered these critically important qualities. You will experience first-hand how these values and attributes manifest in the lives of realistic leaders; how they orchestrate long-term strategic change needed for the organization to compete and survive and actively shape the future while delivering short-term results.

The Art of Strategic Leadership provides the content that will help you informally assess and reflect on your own strategic leadership qualities—those that are strengths and those that indicate areas you need to develop. It will guide you as you incorporate these values and qualities into your own leadership style and become a more effective catalyst for change. This book will help you in the following ways:

Develop a more proactive, forward-thinking approach to leadership Approach strategy from both short- and long-term perspectives Adopt the core values and principles of a strategic leader Model the qualities exhibited by powerful leaders

Strategic leaders serve as powerful examples to others in the organization. Their qualities and traits spread rapidly to those around them, empowering people at every level to take a more active role in meeting the demands of the future. The Art of Strategic Leadership will help you deepen and broaden your understanding of the core qualities of strategic leadership, leaving you better equipped to lead yourself and your team to a better place and create greater value for customers, owners, and employees.

Hoshin is a system which was developed in Japan in the 1960's, and is a derivative of Management By Objectives (MBO). It is a Management System for determining the appropriate course of action for an organization, and effectively accomplishing the relevant actions and results. Having recognized the power of this system, Beyond Strategic Vision tailors the Hoshin system to fit the culture of North American and European organizations. It is a "how-to" guide to the Hoshin method for executives, managers, and any other professionals who must plan as part of their normal job.

The management of an organization, whether it be large or small, has as one of its principal responsibilities setting the direction of the organization for the future. The most effective way to set the future direction is to develop a shared vision of what the organization will be in the future, contrast it to the way the organization is now, and then to create a plan for bridging the gap: the Strategic Plan. Beyond Strategic Vision shows you how to do this effectively and efficiently.

Michael Cowley has been a teacher and practitioner of management and strategic planning methodologies since 1972. He is a certified instructor for GOAL/QPC and has worked with a wide variety of clients in the automotive, manufacturing, financial, military, healthcare, and educational fields. Dr. Cowley is President of Cowley & Associates, management consultants in Carnelian Bay, California.

Ellen Domb is President of the PQR Group, a consulting firm specializing in the application of TQM in Upland, California. She has a successful history of teaching and consulting for planning, management, manufacturing, product development, and business systems. Dr. Domb is the author of numerous articles and books on quality management practices.
This is not a book about one thing. It's not a 250-page dissertation on leadership, teams or motivation. Instead, it's an agenda for building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition.

This is not a book about doing better. It's not a manual for people who want to tinker at the margins. Instead, it's an impassioned plea to reinvent management as we know it—to rethink the fundamental assumptions we have about capitalism, organizational life, and the meaning of work.

Leaders today confront a world where the unprecedented is the norm. Wherever one looks, one sees the exceptional and the extraordinary:

Business newspapers decrying the state of capitalism. Once-innovative companies struggling to save off senescence. Next gen employees shunning blue chips for social start-ups. Corporate miscreants getting pilloried in the blogosphere. Entry barriers tumbling in what were once oligopolistic strongholds. Hundred year-old business models being rendered irrelevant overnight. Newbie organizations crowdsourcing their most creative work. National governments lurching towards bankruptcy. Investors angrily confronting greedy CEOs and complacent boards. Newly omnipotent customers eagerly wielding their power. Social media dramatically transforming the way human beings connect, learn and collaborate.

Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth isn't. That's why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere who are eager to...

move from defense to offense reverse the tide of commoditization defeat bureaucracy astonish their customers foster extraordinary contribution capture the moral high ground outrun change build a company that's truly fit for the future

Concise and to the point, the book will inspire you to rethink your business, your company and how you lead.

How to win market leadership in a fast-changing world

In the past, companies could pick a strategy and stick with it, maintaining a competitive edge for years. But today, companies surge ahead, fall behind, or even disappear in mere months. If you and your company are going to thrive for the long run, you need to continuously evolve, change, and stay a step ahead of your competition.

The ability to see and capitalize on new opportunities is the cornerstone of agility. Successful technology-based firms like Google, Tesla, and Amazon have all mastered agility within their core business practices, but companies in any sector can—and must—learn to spot new opportunities and make the right choices about what to invest in, what to change, and what to abandon.

The Agility Advantage first shows how to identify those aspects of your business where agility is most crucial—where the business environment is changing fast—and which elements have the greatest impact on the customer’s decision to buy. Amanda Setili then shows how to master the three components of agility:

Market agility: Gain ideas from your most demanding and forward-thinking customers and from outside your industry. Engage, observe, and mix with customers to identify the opportunities created by their changing demands. Decision agility: Anticipate the changes that may affect you and turn even troubling trends into opportunities. Design your strategy to maximize learning and to manage risk. Generate diverse alternatives and make fast, fact-based decisions about which to pursue. Execution agility: Build new capabilities, shed what doesn’t fit, and take the first steps in a new direction. Experiment, then reinforce and build on what works. Enlist and inspire your organization around a compelling purpose and grant employees the autonomy and resources to continuously adapt and adjust course.

The future will present more opportunities but narrower windows to capture them. With a wealth of valuable information and practical strategies, The Agility Advantage is essential reading to help any organization adapt and thrive—both today and tomorrow.

The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

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