The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation (Anglais) Relié – 8 avril 2008
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Description du produit
Revue de presse
“Of all the firms on the 2007 ranking of the ‘World’s Most Innovative Companies,’ few are more closely associated with today’s innovation zeitgeist than . . . Procter & Gamble . . . now famous for its open approach to innovation.”
“Lafley brought a whole lot of creativity and rigor to P&G’s innovation process.” —Fortune magazine
“A. G. Lafley has reenergized a venerable giant . . . with a style and energy that will be the subject of business school cases for years to come.” —Chief Executive magazine
“The proof of Lafley’s approach is plain enough. . . . P&G has not only doubled the number of new products . . . but also more than doubled its portfolio of billion-dollar brands and its stock price.”
—U.S. News & World Report
“Ram Charan is the most influential consultant alive.”
“Ram has this rare ability to distill meaningful frommeaningless.”
“Among the world’s most sought after CEO advisers.”
“Ram Charan is my ‘secret weapon’ . . . constantly providing depth to issues, not just answers.”
—Ivan Seidenberg, chairman and CEO of Verizon Communications
“Ram Charan knows more about corporate America than anyone.”
—Dick Harrington, CEO of The Thomson Corporation
Présentation de l'éditeur
Over the past seven years, Procter & Gamble has tripled profits; significantly improved organic revenue growth, cash flow, and operating margins; and averaged earnings per share growth of 12 percent. How? A. G. Lafley and his leadership team have integrated innovation into everything P&G does and created new customers and new markets.
Through eye-opening stories A. G. Lafley and Ram Charan show how P&G and companies such as Honeywell, Nokia, LEGO, GE, HP, and DuPont have become game-changers. Their inspiring lessons can help you learn how to:
• Make consumers and customers the boss, not the CEO or the management team
• Innovate to grow a mature business
• Develop higher growth, higher margin businesses
• Create new customers and new markets
• Revitalize a business model
• Reach outside your own business and tap into the abundant brainpower and creativity of the world
• Integrate innovation into the mainstream of your managerial decision making
• Manage risk
• Become a leader of innovation
We live in a world of unprecedented change, increasing global competitiveness, and the very real threat of commoditization. Innovation in this world is the best way to win—arguably the only way to really win. Innovation is not a separate, discrete activity but the job of everyone in a leadership position and the integral, central driving force for any business that wants to grow organically and succeed on a sustained basis.
This is a game-changing book that helps you redefine your leadership and improve your management game.
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Meilleurs commentaires des clients
Les concepts sont clairs, la vision est pragmatique et illustrée à travers d'exemples concrets.
et en bonus un état d'esprit positif qui montre que " every leader can drive everyday innovation !"
Commentaires client les plus utiles sur Amazon.com
The book reinforces rather than reveals new insight into the innovation equation. In many ways it covers existing ground, from the descriptions it looks like P&G concentrated on implementing techniques related to understanding the voice of the customer, value engineering, and the like. All good techniques and well proven, but they are often hard to execute at scale.
The book concentrates on the eight pillars of game changing customer centric innovation. The book does a good job of reviewing each pillar and its implications to business in general and at the high level. These pillars are:
1. Motivating purpose and values - using values and mission to inspire people to reach beyond the everyday to the innovation.
2. Stretching goals - carting clarity through goals that focus on strategies that win and align everyone's energy and activities.
3. Choiceful strategies - making the hard choices that require to achieve the clear goals by deciding where you are going to play and then dedicating the resources on the right strategies.
4. Unique core strengths - focusing on how you are going to win based on taking advantage of your strengths.
5. Enabling structures - pointing out the important and necessary reality that innovation at speed and scale requires more than just being innovative. Here Lafley provides a good explanation of the structures involved in P&G's Connect and Develop strategy.
6. Consistent & reliable systems - Discusses the need to move chaotic and disruptive invention into valuable innovation. These systems are not just IT systems but the managerial decisions, financial control and other processes needed to go from idea to value at scale.
7. Courageous & connected culture - recognizes that people are at the heart of innovation. Now that may sound trite, but Lafley provides good insight into how P&G has gone outside of its comfort zone to understand customer and market needs.
8. Inspiring leadership - is a natural because innovation requires doing something new that can come up against the status quo. Here the book falls back on tried and true concepts such as emotional intelligence. It's good to know that such an idea works and the authors are to be commended for not trying to re-invent the wheel.
Overall a solid, but not spectacular book as the formula that worked well for Execution has lost some of its luster and appeal on this topic. The Game Changer is aimed at the same executive audience who I am sure is already polishing up their notions of getting close to the customer, be more innovative and the like. Given the proven experience and success of P&G, I had expected this book to be more of a case study and more implementation oriented than it is. The individual product innovation stories are helpful, but difficult to translate outside of consumer products. So, that is the basis for the four out of five stars. Worth the read for reinforcement, but not something I would run out and buy ahead of other books.
On the down side, I think could have been 75 pages less. No big though. It's kinda like sitting under a brilliant professor; you can sit through the slow parts.
Each point is covered with his distilled principles, and plenty of examples. It's really not hard to apply them to a small (err, way smaller) company like I run. I would take great theory over application any day.
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