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Index
6 Contents 10 INTRODUCTION 20 If you can dream it, you can do it Beating the odds at start-up 22 There’s a gap in the market, but is there a market in the gap? Finding a profitable niche 24 You can learn all you need to know about the competition’s operation by looking in his garbage cans Study the competition 28 The secret of business is to know something that nobody else knows Stand out in the market 32 Be first or be better Gaining an edge 40 Put all your eggs in one basket, and then watch that basket Managing risk 42 Luck is a dividend of sweat. The more you sweat, the luckier you get Luck (and how to get lucky) 43 Broaden your vision, and maintain stability while advancing forward Take the second step 44 Nothing great is created suddenly How fast to grow 46 The role of the CEO is to enable people to excel From entrepreneur to leader 48 Chains of habit are too light to be felt until they are too heavy to be broken Keep evolving business practice 52 A corporation is a living organism; it has to continue to shed its skin Reinventing and adapting 58 Without continuous growth and progress, success has no meaning The Greiner curve 62 If you believe in something, work nights and weekends—it won’t feel like work The weightless start-up 68 Managers do things right, leaders do the right thing Leading well 70 None of us is as smart as all of us The value of teams 72 Innovation must be invasive and perpetual: everyone, everywhere, all of the time Creativity and invention 74 Dissent adds spice, spirit, and an invigorating quality Beware the yes-men 76 No great manager or leader ever fell from heaven Gods of management 78 A leader is one who knows the way, goes the way, and shows the way Effective leadership 80 Teamwork is the fuel that allows common people to attain uncommon results Organizing teams and talent 86 Leaders allow great people to do the work they were born to do Make the most of your talent 88 The way forward may not be to go forward Thinking outside the box 90 The more a person can do, the more you can motivate them Is money the motivator? 92 Be an enzyme—a catalyst for change Changing the game 100 The worst disease that afflicts executives is egotism Hubris and nemesis 104 Culture is the way in which a group of people solves problems Organizational culture 110 Emotional intelligence is the intersection of heart and head Develop emotional intelligence 112 Management is a practice where art, science, and craft meet Mintzberg’s management roles 114 A camel is a horse designed by committee Avoid groupthink 115 The art of thinking independently, together The value of diversity 120 Do not let yourself be involved in a fraudulent business Play by the rules 124 Executive officers must be free from avarice Profit before perks 126 If wealth is placed where it bears interest, it comes back to you redoubled Investment and dividends 128 Borrow short, lend long Making money from money 130 The interests of the shareholders are our own Accountability and governance 132 Make the best quality of goods at the lowest cost, paying the highest wages possible Your workers are your customers 138 Utilize OPM—Other People’s Money Who bears the risk? 146 Swim upstream. Go the other way. Ignore the conventional wisdom Ignoring the herd 150 Debt is the worst poverty Leverage and excess risk 152 Cash is king Profit versus cash flow 154 Only when the tide goes out do you discover who’s been swimming naked Off-balance-sheet risk 155 Return on equity is a financial goal that can become an own goal Maximize return on equity 156 As the role of private equity has grown, so have the risks it poses The private equity model 158 Assign costs according to the resources consumed Activity-based costing 164 Turn every disaster into an opportunity Learning from failure 166 If I had asked people what they wanted, they would have said faster horses Leading the market 170 The main thing to remember is, the main thing is the main thing Protect the core business 172 You don’t need a huge company, just a computer and a part-time person Small is beautiful 178 Don’t get caught in the middle Porter’s generic strategies 184 The essence of strategy is choosing what not to do Good and bad strategy 186 Synergy and other lies Why takeovers disappoint 188 The Chinese word “crisis” is composed of two characters: “danger” and “opportunity” Crisis management 190 You can’t grow long-term if you can’t eat short-term Balancing long- versus short-termism 192 Market Attractiveness, Business Attractiveness The MABA matrix 194 Only the paranoid survive Avoiding complacency 202 To excel, tap into people’s capacity to learn The learning organization 208 The future of business is selling less of more The long tail 210 To be an optimist ... have a contingency plan for when all hell breaks loose Contingency planning 211 Plans are useless, but planning is indispensable Scenario planning 212 The strongest competitive forces determine the profitability of an industry Porter’s five forces 216 If you don’t have a competitive advantage, don’t compete The value chain 218 If you don’t know where you are, a map won’t help The capability maturity model 220 Chaos brings uneasiness, but it also allows for creativity and growth Coping with chaos 222 Always do what is right. It will gratify half of mankind and astonish the other Morality in business 223 There is no such thing as a minor lapse in integrity Collusion 224 Make it easier to do the right thing and much harder to do the wrong thing Creating an ethical culture 232 Marketing is far too important to leave to the marketing department The marketing model 234 Know the customer so well that the product fits them and sells itself Understanding the market 242 Attention, Interest, Desire, Action The AIDA model 244 Marketing myopia Focus on the future market 250 The cash cow is the beating heart of the organization Product portfolio 256 Expanding away from your core has risks; diversification doubles them Ansoff’s matrix 258 If you’re different, you will stand out Creating a brand 264 There is only one boss: the customer Make your customers love you 268 Whitewashing, but with a green brush Greenwash 270 People want companies to believe in something beyond maximizing profits The appeal of ethics 271 Everybody likes something extra for nothing Promotions and incentives 272 In good times people want to advertise; in bad times they have to Why advertise? 274 Make your thinking as funny as possible Generating buzz 276 E-commerce is becoming mobile commerce M-commerce 278 Trying to predict the future is like driving with no lights looking out of the back window Forecasting 280 Product, Place, Price, Promotion Marketing mix 288 See how much, not how little, you can give for a dollar Maximize customer benefits 290 Costs do not exist to be calculated. Costs exist to be reduced Lean production 294 If the pie’s not big enough, make a bigger pie Fulfilling demand 296 Eliminate unnecessary steps Simplify processes 300 Every gain through the elimination of waste is gold in the mine Juran’s production ideal 302 Machines, facilities, and people should work together to add value Kaizen 310 Learning and innovation go hand in hand Applying and testing ideas 312 Your most unhappy customers are your greatest source of learning Feedback and innovation 314 Technology is the great growling engine of change The right technology 316 Without big data, you are blind and deaf and in the middle of a highway Benefitting from “big data” 318 Put the product into the customer’s hands— it will speak for itself Quality sells 324 The desire to own something a little better, a little sooner than necessary Planned obsolescence 326 Time is money Time-based management 328 A project without a critical path is like a ship without a rudder Critical path analysis 330 Taking the best from the best Benchmarking 332 DIRECTORY 340 GLOSSARY 344 INDEX 351 ACKNOWLEDGMENTS
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