- Verlag: New Millennium Audio; Auflage: Unabridged (Juni 2001)
- Sprache: Englisch
- ISBN-10: 1590070178
- ISBN-13: 978-1590070178
- Größe und/oder Gewicht: 15,8 x 10,7 x 7 cm
- Durchschnittliche Kundenbewertung: 1 Kundenrezension
It's Not the Big That Eat the Small... It's the Fast That Eat the Slow (Englisch) Hörkassette – Juni 2001
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The tortoise and the hare--not to mention a popular '60s-era adage--warned us that Speed Kills. Not so fast, contend Jason Jennings and Laurence Haughton, international consultants who have worked together since 1976. In It's Not the Big That Eat the Small... It's the Fast That Eat the Slow, the two argue that only the swiftest of corporations will thrive in the 21st century. They then outline a program, based on best practices developed by contemporary speedsters like Charles Schwab and AOL that readers can work into their own businesses by similarly focusing on "commerce, resource deployment, and people." Its four parts examine ways to create environments that anticipate the future, reassess operations and personnel and make appropriate adjustments whenever necessary, launch a "crusade" while "staying beneath the radar," and maintain velocity through institutionalization and close customer relationships. "This book will show you how to think and move faster than your competition," they write, adding that "being faster doesn't mean being out of breath. It means being smarter." Many of their suggestions will be familiar to those who follow the business of business improvement, but the singular (and quite convincing) context to which Jennings and Haughton now apply them help make this book unique. --Howard Rothman -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
"Nuggets of new information. Smart observations. Keen insights. The authors over deliver on their promise on distilling what makes the best companies operate."-- Kraig T. Kitchin, Premiere Radio Networks?This book is jammed with tactics for eliminating Speedbumps along the road to changing the world.?-- Guy Kawasaki, CEO of Garage.com, and author of "Rules for Revolutionaries""Jennings and Haughton offer a war chest jammed full of powerful tactics for anyone wanting to leave the competition eating dust."-- Ray Schonbak, Senior Vice President, Benedek Broadcasting Corporation?Well done?a creatively different analysis and a remarkably enjoyable read!?-- Terry Pearce, author of "Leading Out Loud" and co-author of "Clicks and Mortar""Bursting with lengthy anecdotes...(a) compelling examination of business competition..."-- "Publisher's Weekly""From a pair of California-based consultants, the terrific title says it all and gets a star in the process."-- "The Standard"[A] peppy, engaging business book."-- "USA Today -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.Alle Produktbeschreibungen
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"Do more with less and do it faster." That's the mantra that the authors have investigated through their case histories of Charles Schwab, Clear Channel Communications, America On Line, H&M (clothing stores), Hotmail, Telepizza (European home delivery pizza chain), and Lend Lease (Australian company).
The book is organized into four sections: Fast thinking; fast decisions; get to market faster; and sustaining speed. Each one contains a number of key points, with subpoint details to further elaborate.
Here's how Fast Thinking is organized:
"Speed . . . without a destination in mind, is haste." The focus of this section is on creating improvements in your business model or new business models.
The key sections under the heading are to anticipate; spot trends; put ideas through a thorough testing process to probe for their downside weaknesses; and being sure that the best idea wins by changing the company environment. Each of these sections is illustrated with examples from the companies that were studied and more detail on the key elements.
In this example, you should see the potential weakness of the book. It correctly points you toward spotting trends, but cannot possibly teach you what you need to know in just a few pages. So you will want to expand on the points here by reading other books that deal with these areas in more depth. In essence, the book then is an outline of the business processes you need for innovation in business models, choosing the right ones, getting them implemented well, and staying agile.
The primary metaphor is to Wayne Gretzky, who was famous for his ability to anticipate where the puck would go next . . . and to aim for that spot. If you can determine what is "likely to occur in the next few months and the next few years [that] is enough to give you an edge . . . ."
While I have not studied all of these companies, what was said about the ones that I know well was certain accurate and full of insight. I assume the rest was done equally as well. Many of the conclusions are similar to my own work on irresistible forces.
Of the four sections, I thought that the first section on fast thinking had the most original material, and will be the most valuable for many companies. If you have problems with fast decisions and getting to market fast, you may find it hard to change very quickly. But if you are already in pretty good there, the first section can increase the flow of good new ideas for you to consider. Many CEOs tell me that this is a limitation for them.
I do have some concerns. If everyone organizes for speed, how sustainable will that be? Perhaps it would be better to organize to grasp advantages that then become unavailable to others.
Also, what is it going to be like to work for a company like this? What is your family life going to be like? For readers who are interested in these questions, I suggest you read Professor Robert Reich's new book, The Future of Success. It has many thought-provoking ideas on this subject.
After you have organized for maximum speed that makes sense for your business and the personal lives of those involved, I suggest that you consider how the experience can be made much less demanding on everyone. That's the area where the most innovation is needed.
May you make rapid progress towards worthwhile goals . . . and have time to smell the roses along the way!
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The book is a quick read packed with many very good insights into how to build a small company into a successful one. The main focus is about keeping a very sharp focus on what the company needs to do to succeed -- learn what works, listen to the customer and build an agile organization that can quickly move react but execute flawless when the on point with known customer base. A key point to consider which is missed by many business / management books is that you can not control what your customer base, your competitors and outside economic forces are doing. Change/Chaos = opportunity not a problem. The agile company will maximize the economic opportunity while a large company will try to react but be very late to the party.
An agile company can also position itself favorably for a liquidity event by beating a large competitor to a profitable market; you make the build vs. buy decision for the large company very easy.
I have seen many part of the book put into action successfully and some companies that did not implement the advice; the results are very clear that speed is a competitive tool.
The downside about speed being a competitive tool is that it is very difficult to keep it up for a long period. So, Speed needs to be used to locate and dominate a market to block out competitors. However, other strategies need to be developed in combination with speed and innovation to stay on top...but speed is the way to be the lead company in developing markets.
What really blew me away was that this book contains easy business common sense stuff that companies (especially larger ones) ignore because of politics and butt-covering. It's easy to get lost in the minutae of the daily grind so these gems, packaged in a book, are valuable focusing tools. If managers would stop and read this, a lot of companies would move at a rapid clip.