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Repeatability: Build Enduring Businesses for a World of Constant Change (Englisch) Gebundene Ausgabe – 6. März 2012

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  • Repeatability: Build Enduring Businesses for a World of Constant Change
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  • Profit from the Core: A Return to Growth in Turbulent Times
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  • Beyond the Core: Expand Your Market Without Abandoning Your Roots
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“Zook and Allen call complexity the “silent killer” of modern business…” “The Bain duo correctly argue that successful companies can survive dramatic change by deciding which bits of their business models to preserve and which to dump.” — The Economist

“This exceptional book is a ‘must have’ resource.” — Forbes

“It has a rich repertoire of powerful examples, many clues for making our own organizations more “repeatable.” “…the book is pleasantly “simple” to peruse from cover to cover, exemplifying its “repeatable” model in its own way. It has been so far a wonderful experience reading the book.” — Journal of Product Innovation Management

Repeatability is made compelling by the copious survey and case data and by the authors’ engaging presentation of their work.” — Research-Technology Management

“This is not a recipe for doing nothing. Far from it. Indeed concentrating “great repeatable models” that stick to consistent sets of principles is potentially as tricky and as time-consuming as engaging in all sorts of new initiatives. The difference is it is likely to be more effective.” — Future of Business (futureofbusinessblog.com)

Repeatability provides business leaders with a blueprint for bringing consistency and clarity to their organizations and for putting them on track for profitable growth. But don't just take my word for it. American Express Chairman and CEO Ken Chenault says, ‘Repeatability is a terrific guide to adapting your business for success in uncertain times.’” — American Express OPEN Forum

Repeatability once again proves what a productive pleasure it is to spend some time with Chris Zook.” — 800 CEO READ

“a terrific strategy book” — Seeking Alpha

ADVANCE PRAISE for Repeatability:

Ken Chenault, Chairman and CEO, American Express—
Repeatability is a terrific guide to adapting your business for success in uncertain times.”

Jørgen Vig Knudstorp, CEO and President, LEGO Group—
“Very few businesses move beyond surviving to actually thriving and winning in their segments. The secret is to focus on what truly makes them unique, and to frequently refine and adapt this to changing circumstances through a repeatable business model. This requires hard thinking on why your business exists, and strict discipline to stay focused. Chris Zook and James Allen show how this can be achieved through clear thinking and hard, enduring effort.”

Sandy Ogg, Operating Partner, Blackstone—
“Strategy is more than a plan, more than a vision. Strategy is about delivering something better to customers than your competitors every day, which means translating strategy into front line actions and behavior. It is about capabilities, it is about engagement. Repeatability is the missing link to turn strategy into action.”

A. M. Naik, Chairman and Managing Director, Larsen & Toubro Limited—
“Driving profitable growth year after year requires a synergy of various aspects—vision, strategy, execution, continuous learning—along with passion and commitment to organizational goals. Repeatability offers practicable ideas on how CEOs can develop and implement a business model to empower leaders across the organization to replicate a proven growth formula.”

Walter Kiechel III, author, The Lords of Strategy
“For most industrial capitalists, the secret to success is being able to churn out the same product over and over, with uniform quality and at a predictable price. Zook and Allen argue that the key to strategic success is a company’s ability to do approximately the same thing with its business model, replicating the essential voodoo it does so well, in new markets and with new products. It’s a killer argument, one no strategist can afford to brush off.”

Angela Ahrendts, CEO, Burberry—
Repeatability brilliantly encapsulates how executives today must lead change. Consistency and clarity for customers and your culture creates ‘less complexity, more energy, and better connectedness.’ Zook and Allen have proven this simple, adaptable model is critical for ‘sustained value creation’ of your company and greater community today.”

Sir Christopher Gent, Chairman, GlaxoSmithKline; former CEO, Vodafone—
“One of the hardest jobs of a CEO is to navigate the fine line between keeping the organization focused on day-to-day execution and making sure the company is ready to change its strategy in response to industry changes. With their idea of repeatable models that can adapt over time, Chris Zook and James Allen are offering something important to CEOs navigating a turbulent world.”

Über den Autor und weitere Mitwirkende

Chris Zook is a partner at Bain & Company and co-head of Bain’s Strategy practice, where his work focuses on helping companies find their next wave of profitable growth. He is the author of the best-selling business books, Profit from the Core, Beyond the Core, and Unstoppable. James Allen is a partner in Bain & Company’s London office and co-head of Bain’s Global Strategy Practice. He is co-author of Profit from the Core and is a frequent speaker at the World Economic Forum and other conferences.

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Format: Gebundene Ausgabe Verifizierter Kauf
Viele Unternehmen sind irgendwann einmal erfolgreich, aber warum schaffen es einige besondere Unternehmen sich immer wieder neu zu erfinden? Wie kann ein Unternehmen wirklich lange ganz oben an der Spitze stehen?
Ich suche auch seit geraumer Zeit überzeugende Antworten auf diese Fragen. Chris Zook und James Allen bieten eine wertvolle Analyse in 'Repeatability', die sehr erfrischend ist. Im Gegensatz zu dem, was oft gepredigt wird, macht es sehr viel Sinn für ein Unternehmen immer die Dinge so einfach wie möglich zu halten und die bewährten Stärken nur auf neue Geschäftsfelder anzuwenden, wo diese Stärken WIRKLICH voll ausgespielt werden können. Jeder, der auch nur ein bisschen Interesse an Wirtschaft hat sollte dieses Buch lesen.
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Format: Gebundene Ausgabe Verifizierter Kauf
.. ich habe es intensiv gelesen - ein herausragendes Buch. Genau so und nicht anders macht man Unternehmen wirklich erfolgreich. Mir gefällt, dass es kein typisches Business Buch ist, das nur Floskeln in die Welt setzt und unbelegte Behauptungen aufstellt. Sondern dass die Autoren ihre Erkenntnisse sehr solide aus einer empirischen Studie abgeleitet haben. Unternehmen, die sich so aufstellen sind also nachgewiesenermassen erfolgreicher als andere.
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Es gibt Vorgänge in Unternehmen, die hat man immer schon geahnt, aber der Beweis für die Richtigkeit war nicht (immer) da. Der Inhalt dieses Buches gehört dazu, es wurden durch jahrelange Untersuchungen Gesetzmäßigkeiten für Erfolg und Misslingen bei großen Firmen gesucht – und meiner Meinung nach, auch gefunden. Übermäßige Komplexität beschäftigt zwar, bringt aber nicht nur keinen Nutzen, sondern behindert in der täglichen Arbeit und vermeidet die gewünschten Spitzenergebnisse.
Die Lösung ist vergleichsweise simpel: sich von den Fesseln der Komplexität zu befreien und ein standardisiertes Modell zu schaffen, das von vielen Mitarbeitern verstanden und wiederholt werden kann. So werden erfolgreiche Unternehmen wie Ikea, Nike, Hilti, Toyota und auch andere Unternehmungen, vor allem amerikanischen Ursprungs, als Beweisbeispiel herangezogen, was das Lesen spannender, weil praxisbezogener, macht. Erfolgreiche und auch absteigende Firmen wurden über Jahre analysiert, und wie durch einen Filter wurden Gemeinsamkeiten gesucht, die erfolgreich, oder auch nicht, machen. Fehler, wie die fehlende Nähe des Managements zum Kunden oder übermäßige Komplexität bei den täglichen Abläufen, werden schonungslos aufgezeigt und durch positive Beispiele wird eine Lösung in Aussicht gestellt.
Lesen Sie weiter... ›
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Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)

Amazon.com: 4.6 von 5 Sternen 30 Rezensionen
15 von 16 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Compelling advice for organizational strategy 23. Februar 2012
Von John Gibbs - Veröffentlicht auf Amazon.com
Format: Kindle Edition Verifizierter Kauf
Only about 9 percent of global companies have been able to achieve more than a modest level of sustained and profitable growth over the course of the last decade, according to Chris Zook and James Allen in this book. Enduringly successful companies maintain a for a simplicity at their core by adhering to a consistent set of principles which the authors describe as "great repeatable models".

The research used by the authors provides the following significant findings:

* 80 percent of variation in financial returns among all businesses in the world is accounted for by their performance relative to other companies within their industry, as opposed to their choice of market.
* New growth initiatives--organic or by acquisition--have success rates of only about 20-25 percent, much lower than most executives realize.
* The odds of success (surviving and re-establishing a profitable trajectory) in redefinition are extremely low, less than one in ten.
A significant majority of the companies which were successful over the long term had "great repeatable models" , and the three most important design principles for such models were:
* A strong, well-differentiated core, involving unique assets and deep competencies
* Clear non-negotiables involving a common understanding of the company's core values and the key criteria used to make trade-offs in decision making
* Systems for closed-loop learning, for driving continuous improvement across the business

In my view this book makes a key contribution to the field of business strategy. The business environment has changed permanently over the past decade and it is now much more difficult to create sustained profitability. The three key design principles identified by the authors do seem to be very important for future success. I found the authors' reasoning compelling, and I highly recommend the book to anyone involved in devising organizational strategy.
11 von 12 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen How and why simplifying operations, sharpening focus, and liberating energy can be an antidote to escalating complexity 28. Februar 2012
Von Robert Morris - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
As Chris Zook and James Allen indicate in the Introduction, they share an interest in why so few companies (i.e. less than 10%) "have been able to achieve more than a modest level of sustained and profitable growth over the course of the last decade." They cite three ways in which the nature of strategy is changing (see Pages 2-3) and then offer to explain how "the enduringly successful companies maintain a form of simplicity at their core. They have done so by creating what we call [begin italics] Great Repeatable Models [end italics] that adhere to a consistent set of principles." Actually, there are three: (1) a strong, well-defined core, (2) clear nonnegotiables, and (3) systems for closed-loop learning.

That is to say, Great Repeatable Models stay ahead because they compress the distance between management and the front line, enable better decisions to be made faster, and facilitate, indeed expedite continuous improvement. Although Zook and Allen carefully identify the "what" of building enduring businesses for a world of constant change, they devote most of their attention to explain HOW. This is consistent with the approach they take in Profit from the Core (Updated Edition, 2010). They thoroughly explain the three principles, devoting a separate chapter to each, then shift their attention - and their reader's - to an especially important consideration, entropy, and how business leaders must avoid or respond and then eliminate it with behaviors that will help their companies to sustain and adapt their repeatable models "to fight the natural forces of entropy that seek to stop them."

Readers will appreciate - and would be well-advised to review periodically - the "Ten Top Conclusions" that Zook and Allen share in Chapter 6 (Pages 199-202), material that compresses most of the most important insights shared in previous chapters. These conclusions "cut across different topics - how the world is changing and what it means for strategy, the power of the Great Repeatable Models, the design principles of strategies build around repeatable models, and their benefits, and of course, their limitations."

Zook and Allen also include a "Repeatable Model Diagnostic" (Table A2-1, Pages 214-216), followed by an especially informative "Summary of Top Thirty Case Studies" (AB Inbev to Vanguard) in Appendix 3, Pages 217-228. It is important to keep in mind, when reading this book, that "complexity has become the silent killer of growth strategies" and that understanding what repeatable models are not (e.g. performance of repetitive tasks, replication everywhere of a business concept, an endless to-do list forced upon frontline employees) is perhaps at least as important as understanding what they are. It is also important to keep in mind that there are multiple Great Repeatable Models in almost any industry, and, that "performance is more about management decisions than the business [one happens] to be in."

I think complexity resembles kudzu, at least in terms of its ability to "strangle" an organization. Chris Zook and James Allen can help to prevent or resolve that threat.
51 von 66 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen ALL ABOUT NOTHING 10. Mai 2012
Von Arthurone - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Verifizierter Kauf
After reading an enthusiastic review elsewhere I let down my guard and went on Amazon and ordered "Repeatability." I only have myself to blame for once agin not learning my lesson after buying so so many books that promise to deliver so much and produce nothing. What Mr. Zook and Mr. Allen have to say could could easily fit on a small napkin not that you need them to tell you if you are in business of you mange a company keep it simple and if successful repeat that 'model" over and over again.

What these to Bain & Company heavies do is follow a repeatable formula in writing this book which has served so many authors of business books fora very long time so very well. They take one catchy phrase and/or idea present it as a great revelation then go about filling 300 pages more or less with case studies of successful companies that PROVE how brilliant their thesis is and other failed companies that do not reflect the teachings of their book and so that is why they failed. Perfect circular logic.

In addition to fill all that space and have a publishable product they veer off here and there with mindless philosophical musings such as on pg. 77 of "readability" that begins " Have you ever watched a school of herring that change direction in the blink of an eye ....." Yes herring it turns out are brilliant business strategists and because of Mssrs. Zook & Allen I now know why fish are brain food.

Anyway why go on if this review is even published it will be lost among all those 4-5 star reviews that virtually every book listed on Amazon each seem to magically deserve (sic). These glowing reviews are to everyone's advantage certainly the author(s), and Amazon's and for the rest of us like myself valuable if we finally learn the lesson do not believe most of what you read.
7 von 8 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Outstanding!! 28. April 2012
Von Craig Stanovich - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
As a small business owner, there is no shortage of advice on the need for detailed multi-year business plans, usually followed by the hackneyed "failing to plan is planning to fail" mantra. I get it. But complexity from all directions constantly threatens to overwhelm any small business - which is why Zook and Allen's Repeatability is an invaluable resource to anyone owning or managing a business. Clear and concise with numerous interesting and helpful illustrations, the focus of the book is the essence of what drives sustained growth and profit.

And that essence, which is based on extensive research, study and interviews, has been expertly distilled into a simple three-part business model that may be understood by one line from the book: "The fate of the successful and of the disappointed can often be traced to the ability to maintain, adapt and add differentiations. This is the acid test of sustainable strategy."

Repeatability is also a practical source - at the end of the chapters explaining each of the three elements of the business model, the authors provide questions designed to help the reader gauge how their business measures up.

Finally, the rationale for core values or "nonnegotiables" is quite refreshing. The notion that what you do as a business should spring forth from your shared beliefs and principles is compelling indeed.
4 von 4 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen An example that good writing and selling skills not necessary amount to a good book, at least not one practical nor insightful 15. April 2013
Von ServantofGod - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
The first few pages of the book, I must say, is excellent. (Please refer to the first two reference passages below) Also, the three principles behind their so called "Great Repeatable Models", which are "A strong, well differentiated core", "Clear nonnegotiables", and "Systems for closed-looped learning", are so apprehensible without being too cliche. I can truly understand why so many top executives love Bain and this book that much. Nevertheless, if somebody wants something practical and insightful that helps to build those models, I strongly suggest you to give this a pass.

p.s. Below please find some of my favorite passages for your reference.
What you see depends on where you sit. If you are high in the stadium at a tennis match, you see the angles and patterns of strategy, but miss the violent physicality of professional tennis on the ground. At courtside, you see the physicality, but at the cost of angles and positioning. And on on the court itself, in the action, do you have a full sense of the ball, and the fact that only through almost instant reactions, with repeatable and well-grooved response patterns, can any strategy be successful at the highest level of the game. pg1
The nature of successful strategy is changing in three ways. First, it is now much less about a detailed plan than about a general direction and a few critical initiatives - almost a strategy on a page - built around deep capabilities that can be constantly improved, adapted and reapplied...Second, a strategy is now less about anticipating how the world will change, which is increasingly difficult to know, than about superiority at rapid testing, learning, changing and adapting....Third, effective strategy is becoming increasing indistinguisable from an effective organisation. The best strategies are those that the organisation readily embraces, mobilizes around quickly, and provides feedback on. pg2-3
Most systems deal with complexity, the silent killer or sustainted and profitable growth, by adding more - more systems, more measures, more internal meetings, more units, more custom products, more unique processes, more new initiatives, more coordinators at the interfaces, and on and on. pg40
Why is Commander's Intent so hard to implement in business? 1. The customer is a number, not a person. 2. Customer care and after service is viewed as an expense 3. Sales are the other guys 4. Tyranny of functions 5. Customers become one of a long list of stakeholders in the queue of competing company priorities 6. Layered organizational complexity pg90-91
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