Provoke
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Geoff Tuff. Provoke
Table of Contents
Guide
Pages
Provoke. HOW LEADERS SHAPE THE FUTURE BY OVERCOMING FATAL HUMAN FLAWS
INTRODUCTION
PART I PREDICTABLE PATTERNS
CHAPTER 1 Patterns from the Past
MISS THE TREND
DENY THE TREND
(OVER)ANALYZE THE TREND
RESPOND MEEKLY TO THE TREND
THE SOLUTION IS TO PROVOKE
NOTES
CHAPTER 2 On the Importance of “If” versus “When”
NOTES
CHAPTER 3 Personal Patterns
NOTES
CHAPTER 4 Expanding Peripheral Vision
EMBRACE DIVERSITY
NOTES
PART II PRINCIPLES OF PROVOCATION
CHAPTER 5 Birth of a Provocation
RESPECT THE PAST, BUT HOLD IT LIGHTLY
PROVOKE THE FUTURE
KNOWING HERE FROM THERE
THE PROVOKE QUINTET
Envision: The Foundational Provocation
Position: Preparing for the Future You'll Create
Drive and Adapt
Activate
SUMMING UP
NOTES
CHAPTER 6 Envision: Seeing the Future
THE FUNDAMENTALS OF ENVISION
ENVISIONING THE FUTURE OF ENERGY
Create a Focal Question That Allows for Consideration of a Diversity of Desired Outcomes
Develop Scenarios and Place Initial Bets
Identify Leading Indicators to Track Over Time, Enabling Course Correction as Necessary
NOTES
CHAPTER 7 Position: Preparing for the Change
BETTING ON THE BUSINESS MODEL
USING A BEACHHEAD POSITION
UNTANGLING MULTIPLE VECTORS OF UNCERTAINTY
NOTES
CHAPTER 8 Drive and Adapt: Taking Control
DRIVE
ADAPT
NOTES
CHAPTER 9 Activate: Harnessing Your Ecosystem
A WORD ON ECOSYSTEMS
YOU ARE ALREADY PART OF AN ECOSYSTEM
MOZILLA AND THE CROWD AS ECOSYSTEM
ACCELERATING CHANGE
NOTES
PART III PROFILES OF PROVOCATEURS
CHAPTER 10 Deborah Bial
NOTE
CHAPTER 11 Ryan Gravel
NOTES
CHAPTER 12 Valerie Irick Rainford
NOTE
CONCLUSION: MINIMALLY VIABLE THOUGHTS
ON THE IMPORTANCE OF FUN
LOOKING AT DATA WITHOUT CONTEXT
ON THE VALUE OF RECOGNIZING RECURSION
CEO AS THE LEAD SYSTEM DESIGNER
ACKNOWLEDGMENTS
ABOUT THE AUTHORS
INDEX
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FROM THE BEST SELLING TEAM THAT BROUGHT YOU DETONATE
GEOFF TUFF
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Our executive, and the organization he represented, had blinders on – blinders that we all wear, to one extent or another – that narrowed its organizational peripheral vision and ability to evaluate the importance of the changes found on the periphery. These blinders – constructed of basic human biases that we all share – mean that the playing fields we observe are narrower than the real world. Our maps, as the saying goes, are not the territory.
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