Читать книгу Shift - Richard Lees - Страница 2
Table of Contents
Оглавление1 COVER
4 FOREWORD
5 ACKNOWLEDGMENTS Our adaptive leaders Our adaptive families Our adaptive readers
6 INTRODUCTION: ROCKING HORSES DON'T BELONG IN BOARDROOMS Charting progress in a modern business world The race to the top There are no silver bullets Uncovering your starting point Working towards meaningful transformation
7 Part One: Principal Chapter 1: The Peppered Moth The Bandersnatch process Emotional intelligence is more than a process Principles guide the business The aim is an adaptive organisation that can transform motion into progress Progress accelerator Highlights Note Chapter 2: The Chicken KPI The Healing Pyramid First things first Focus on the outcome Not everything that matters can be measured Connecting the dots Measurement as a catalyst for change Does it make the “car” go faster? Always ask “Why?” Customer experience vs revenue The KPI Tree Progress accelerator Highlights Notes Chapter 3: The Queen's Gambit If you're going to do something, do the right thing Focusing on outcomes over outputs Yesterday's tactics aren't tomorrow's strategy Not everything is in your control Immersive versus invisible experiences “The answer is 42” Finding clarity through classification How do classification systems aid decision making? The Moment Builder Every sale matters From automation to augmented intelligence It's never just one dimension The Fluid Cube Highlights
8 Part Two: The Crew Chapter 4: Make Every Shot Count The battlefield of modern business #1 Think big, start small, scale fast #2 Don't let perfect be the enemy of good #3 Make sure you're planting trees #4 Measure marginal gains and losses, or you'll be in hot water #5 Know what good looks like for you #6 Make sure you don't just tick the boxes #7 Make headless design a mindset #8 Beware of initiative fatigue #9 Let success breed success The outcome model Progress accelerator Highlights Notes Chapter 5: Row the Boat in Time Culture starts from the top…but lives in the foundations Align the crew behind your purpose Freedom in a box Is your organisation a spider or a starfish? The value of autonomy Who's on the bus and where are these people sitting? Making the most of what you have Raising and training unicorns Efficiency: The final piece of the puzzle Why aren't we moving faster? Highlights Notes
9 Part Three: The Season Chapter 6: Turn Headwinds into Tailwinds How high are your walls? Flicking the switch Lowering the walls Finding the balance The blinking business Creating an environment where your business can flourish Finding your starting point People make the business Highlights Note Chapter 7: It Will Rain on Your Parade Flexible strategies are a necessity Not all businesses are created equal A constant process of evolution Don't turn the elephant into a rhino Slipstreaming and overtaking Creating opportunities in a crisis Change beyond a crisis You can't fight modernisation Economic upheaval: adapt or die Turning motion into progress Where do you start? Escaping the headlights You don't always need a saviour What's happening in the consumers' world? You can't control your customers Expectations versus reality Meeting customer needs is your best competitive advantage Fear versus determination The game is never over What about the environment? Highlights Notes Chapter 8: Go for the Albatross Knowing when to take the risk Playing for the win, rather than the draw What's the worst outcome you'll get? Do you have to go early to land an albatross? When to go for the albatross Go for 10× not 10% Wins aren't always short term You can't cut corners when you're building foundations Keep things simple What does your customer need? Sometimes you have to strip back to go forwards Trust yourself, but apply the logic test Go back to first principles Highlights Notes
10 CONCLUSION Shift gears to accelerate your progress Progress accelerator
11 EPILOGUE What our adaptive leaders have to say Put the customer first Have an aligned purpose with strong values Balance the C-suite perspective Pivot from measuring what you can, to measuring what you should
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