The Attacker's Advantage: Turning Uncertainty into by Ram Charan
By Ram Charan
The forces using today’s international of structural switch create sharp bends within the highway that could bring about significant explosions on your latest industry area. yet exponential swap additionally deals exponential possibilities. How do you leverage swap to move at the offense? The Attacker’s Advantage is the sport plan for profitable in an period of ambiguity, volatility, and complexity, whilst each chief and each enterprise is being challenged in new and unforeseen ways.
Ram Charan, harnessing an unmatched intensity and breadth of expertise operating with leaders and firms all over the world, presents demonstrated, sensible instruments to assist you:
Build the perceptual acuity to determine round corners and become aware of, prior to others, these forcesespecially humans, who're the catalysts of changethat may substantially reshape an organization or industry
Have the mind-set to determine chance in uncertainty
Commit to a brand new course ahead regardless of the unknowns, positioning what you are promoting to make your next step sooner than competitors
Break the blockages which may carry your organization back
Know while to speed up and while to shift the momentary and long term balance
Make your company agile and steerable via aligning humans, priorities, decision-making strength, budgeting and capital allocation, and key functionality signs to the hot realities of the marketplace
The Attacker’s Advantage presents a stark and easy problem: remain in a legacy international of incremental profits or defensiveness, or be an attacker by means of making a new global, scaling it up speedy, prior to the normal players.
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Extra resources for The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities
If so, it had to move fast before other companies jumped in. But that would mean hiring lots of people with new expertise, and sooner or later, letting many others go, including dedicated middle managers who had built the business but whose expertise was now obsolete. The head of Excelo now had uncomfortable decisions to make. Since the new trajectory would claim a growing share of the company’s financial resources, spending on the existing business must be cut back. By how much? How fast? Could the transition destroy the company’s heart and soul?
Pages cm Includes bibliographical references and index. ISBN 978-1-61039-475-8 (e-book) 1. Uncertainty. 2. Strategic planning. 3. Organizational change. I. Title. 4'012--dc23 2014035570 First Edition 10 9 8 7 6 5 4 3 2 1 Dedicated to the hearts and souls of the joint family of twelve siblings and cousins living under one roof for fifty years, whose personal sacrifices made my formal education possible. CONTENTS What Is the Attacker’s Advantage? PART I THE FUNDAMENTAL LEADERSHIP CHALLENGE OF OUR TIME 1 Bends in the Road 2 Why Structural Uncertainty Is Different 3 The Mathematical Corporation: The Algorithmic Revolution and the Rise of the Math House 4 Searching for Early Warning Signals PART II BUILDING PERCEPTUAL ACUITY 5 Identifying the Catalysts of Structural Change 6 Seeing What Catalysts See 7 Tools to Build Perceptual Acuity 8 How Tata Communications Expands the Organization’s Lens PART III GOING ON THE OFFENSE 9 Defining the Path 10 A Mind-set for Offense 11 Kaiser Permanente’s Path Through the Turmoil in Health Care PART IV MAKING THE ORGANIZATION AGILE 12 The Joint Practice Session: Transparency and Coordination 13 How Keurig Green Mountain Adopted the Joint Practice Session 14 The What, Who, and How of Decision Making: Zeroing in on the Organization’s Critical Decision Nodes 15 Steering on Two Tracks 16 Merck’s Quick Organizational Turn to Offense A Final Word Acknowledgments Notes Index WHAT IS THE ATTACKER’S ADVANTAGE?
CNN, with its pioneering twenty-four-hour news format, became a major player in the broadcasting industry. Turner was known to shoot from the hip, but his boldest moves were rooted in his perceptual acuity. Robert Wright, the former president of NBC, said of Turner, “He sees the obvious before most people do. We all look at the same picture, but Ted sees what you don’t see. ”3 Importantly, he acted on his perceptions and thus became a catalyst of change. The events or new technologies a catalyst picks up on are what I call seeds.