The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change
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For most businesses, success is fleeting. There are only two real choices: stick with the status quo until things inevitably decline, or continuously change to stay vital. But how?
Bestselling leadership and management guru Jason Jennings and his researchers screened 22,000 companies around the world that had been cited as great examples of reinvention. They selected the best, verified their success, interviewed their leaders, and learned how they pursue never-ending radical change.
The fresh insights they discovered became Jennings's "reinvention rules" for any business. The featured companies include: Starbucks-which turned itself around by making tons of small bets on new ideas. Fresher store designs, better food products, and free Wi-Fi were a few of the results. Apollo Tyres-which launched the Apollo Academy to train everyone and reinvented how it finds, keeps, and grows people. It went from five hundred million to two billion in annual sales in only a few years. Arrow Electronics-which found success by solving problems that drove its customers crazy and has become a twenty-billion-dollar electronics giant by shifting its focus from selling commodities to custom tailoring solutions. Smithfield Foods-which faced a PR crisis over the way it slaughtered animals and polluted the environment and transformed itself by hiring an environmental activist and empowering him to transform the company's ethos.
If you're ready to toss same old, same old out the door, The Reinventors will become your road map to successfully pursuing continuous change. It will help your company stay relevant for years to come.
from the destination back to the starting point—in this case from the number of customers sold back to the number of prospects needing to be contacted. Accountable simply means deciding who is responsible at every checkpoint in the roadmap. Resourced means answering the tough questions. Is there enough time, money, and experience budgeted? One must realize that the three are interdependent so the lack of any one means you’ll need more of the other two. Timed means adhering to deadlines every step
that reached a desired level of revenues or profits and then remained static or stayed at the same level for any significant length of time. Even those that make it to the top of the Fortune 1000 are on a slippery slope. Two out of three were able to hold their ground from 1973 to 1983, but from 1993-2003 almost two out of three were leaders no more. It’s not going to get any easier to stay at the top in the future. Every business must be constantly and quickly changing, growing and moving
focus and stay in the moment of the conversation is to paraphrase and summarize as your conversation progresses. Take a moment to recall what they’ve said and restate it back to them in a way that has them reply, “Yeah, I didn’t use those exact words but you got it.” The advantages are many—greater comprehension, tighter focus, better follow up questions, and the signal to the speaker that you are really listening. As you read earlier “we trust those who listen.” Make sense first, make judgments
done.” CEO Mike Long believes, “People come to work wanting to do their best because that creates enjoyment and fulfillment—they feel like they are making a difference.” So he asked himself a killer question, “What makes the difference between a good hire and a bad one?” The answer, he concluded, is one that’s eluded many managers; “A good person knows what they’re supposed to do and a bad one isn’t sure.” “I believe the difference between doing a good job and a bad job is clarity . . . and
advantage of new opportunities faster People imagine that systems will bog you down. But repeatable and reliable systems actually make a business more nimble. RCI was able to quickly capitalize on the boom in time share sales which began occurring just a year after their company was founded because DeHaan hadn’t waited to develop systems and was able to move quickly her system from index cards in shoeboxes first to Wang computers and then to IBM PCs in order to create a more reliable exchange