Download , by Howard Yu
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, by Howard Yu
Download , by Howard Yu
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Product details
File Size: 7130 KB
Print Length: 236 pages
Publisher: PublicAffairs (June 12, 2018)
Publication Date: June 12, 2018
Sold by: Hachette Book Group
Language: English
ASIN: B0763KW1RP
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Amazon Best Sellers Rank:
#178,072 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
This book was very relevant to the times we are in. As the Head of HR for a rapidly growing start up, I could not find this book more appropriate for the challenges that we are facing. It is something that we are asking our new hires to read as part of their onboarding process to keep them motivated. Everyone should read this, but it would also be perfect for those pursuing MBAs. It has the perfect blend of old and new examples, and it was so easy to read.
What a great book! Although written for managers, it's a great read for anyone looking to learn about past and present competitive markets. It's full of interesting case studies and stories on how the world’s most recognizable and beloved brands had to fight their way to make it where they are today. Certainly an eye-opener, and a fun and informative title!
The book keeps on sharing history and tried to proof about the Leap is possible for mass production and automation ....
Howard Yu quotes one of the most important passages in Joseph Schumpeter's classic, Capitalism, Socialism and Democracy (1942): "The opening up of new markets, foreign or domestic...illustrate the same process of industrial mutation that incessantly revolutionizes the economic structure from within, incessantly destroying destroying the old one, incessantly creating a new one. The process of Creative Destruction is the essential fact about capitalism."I am among those who are convinced that the global marketplace today is more volatile, more uncertain, more complex, and more Ambiguous that any prior time that we can remember. "The only way to prosper under such conditions over long periods of time is to [begin italics] leap: Pioneers must move across knowledge disciplines, to leverage or create new knowledge on how a product is made or delivered. Absent such efforts, latecomers will always catch up."Yu suggests that getting ready to leap requires a different way of thinking about and leading the business. The preparation process should be guided and informed by these five fundamental principles:1. Understand your firm's foundational knowledge and its trajectory.2. Acquire and cultivate new knowledge disciplines.3. Leverage seismic shifts.4. Experiment to gain evidence.5. Dive deep into execution.I commend Yu on his brilliant use of mini-case studies that examine effective initiatives that bring these principles to life. More specifically, he focuses on exemplars that include Community Ground/Breaking Group (154-161), DARPA (Pages 104-118), John Deere (212-217), Novartis (66-78), Procter & Gamble (51-61 and 66-67), and Steinway & Sons (17-39). When to leap?"Listening to the right signals [while ignoring the noise] requires patience and discipline. Seizing a window of opportunity, which means not necessarily being the first mover but the first to get it right, takes courage and determination. To leap successfully is to master these two seemingly contradictory abilities. The discipline to wait and the determination to drive, in balanced combination, often pay off handsomely. Cultivating this paradoxical ability at the individual and organizational levels" is an ongoing process, not an isolated achievement.As I worked my way through Howard Yu's final chapter, I was again reminded of three observations. First, from Helen Keller: "Life is either a daring adventure, or nothing." The next from Steven Wright: "The early bird may get the worm but the second mouse gets the cheese." And the third from the Gambler: "You gotta know when to hold 'em, know when to fold 'em," etc. All are sensible but not all leaps are sensible. Some are impulsive, others are retaliatory, and still others are dumb as a 100 chickens.Howard Yu is a staunch and eloquent, indeed compelling advocate of leaps that have a degree of risk, yes, but are rigorously considered to the extent a given situation allows. The key point is that some decisions -- albeit less than perfect -- must be made in rapid response to an unexpected development. Organizations are only as resilient as their leaders are.This book is timely and, in my opinion, will prove timeless in a global marketplace in which change really is the only constant. Bravo!
I thoroughly enjoyed this book. I didn’t want to skip a thought. I really appreciated the depth of the case studies as they provided me with so many examples; from different periods of time, different geographic locations and different industries in different environments. I appreciated the skill with which Mr Yu crafted his perspective, based on in-depth research, and linked it to the case studies. He created tension in some places and then released it, by detailing what today’s leaders need to do in order not to sink into obscurity. The read was challenging and inspiring.He outlines how, "These principles both explain and predict how companies can prosper when labour, information and money move easily, cheaply and almost instantaneously.†and argues, “ The only way to prosper under these conditions over long periods is to leap.â€Leaping requires we move out of our comfort zones, it requires that we get our heads around the fact that what we will be doing in the future is going to look very different to what we are doing now, and that leaders of organisations have very specific, very active roles in driving this change. “They have to personally intervene at critical junctures, wielding the power to overcome specific barriers.†It requires leaders to do, not just think.Mr Hu is clear that this is the way to stay ahead of copycats, to “forge ahead’ rather than ‘refining what has already been.†We must ‘leverage the seismic shiftsâ€There are some hard truths for the reader to swallow, including detailed accounts of where world-class businesses have tripped and fallen, eg: assuming the present health of your company will continue indefinitely, or, that what made us successful in our early days will guide us to create the capabilities we will need going forward.He also quotes research from experts such as Professor Amar Bhide, ‘Most of the startups failed, as expected, but an overwhelming 93% of those that succeed had to abandon their original strategies because they were proven unviable. ...successful startups almost always have to do something different than what they promised their investors.â€So we need to learn from failures and recognise the importance of doing something different, significantly different, from where we start (or where we are right now) is it is more than likely going to be the key to our future successIn the end, I did feel upbeat and that I can do this, I can leap! No wait, let me rephrase that; to succeed for any length of time, in a turbulent business environment, I WILL HAVE to leap. And it’s my ’role, the leadership role, to make it happen.With thanks to Perseus Books, the author and NetGalley for my free copy to review.
Neurons that fire together wire together, this book wired my brain with highly relevant innovation leap examples companies should be aware to win. Leap is a historical account, a memoir of Western pioneers that will give any company the knowledge it needs for competitive growth. Some of these pioneers failed, some survived, others prospered. It’s also a playbook for the future. Any organization—large or small—has a set of traditional strengths and important products that have helped build it into what it is today. There is no perfect moment to innovate but Howard Yu shows us how.
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