By Youngme Moon
Why attempting to be the easiest ... competing like loopy ... makes you mediocre
Every few years a book--through a mixture of the author's distinctive voice, storytelling skill, wit, and insight--simply breaks the mildew. invoice Bryson's A stroll in the Woods is one instance. Richard Feynman's "Surely You're Joking, Mr. Feynman!" is another.
Now comes Youngme Moon's Different, a book for "people who don't learn enterprise books." truly, it's extra like a private dialog with a chum who has idea deeply approximately how the realm works ... and who will get you to determine that international in a very new mild.
If there's one pressure of traditional knowledge pervading each corporation in each undefined, it's absolutely the value of "competing like crazy." Youngme Moon's message is just "Get off this treadmill that's taking you nowhere. Going tit for tat and including positive aspects, augmentations, and gimmicks to overcome the contest has the perverse results of making you love everybody else." Different presents a hugely unique standpoint on what it skill to supply whatever that's meaningfully different--different in a fashion that's either basic and complete.
Youngme Moon identifies the outliers, the mavericks, the iconoclasts--the avid gamers who've thoughtfully rejected orthodoxy in want of an strategy that's extra adventurous. a few are even "hostile," nearly bold you to shop for what they're promoting. The MINI Cooper used to be introduced with fearless abandon: "Worried that this motor vehicle is simply too small? glance right here. It's even smaller than you think."
These are gamers that strike a real chord with even the main jaded shoppers. in reality, nearly each good fortune tale of the earlier twenty years has been an exception to the rule of thumb. easily visit your machine and examine AOL and Yahoo! with Google. the previous pile on characteristic upon characteristic to their domestic pages, whereas Google is like an austere boutique, dominating a class packed with "extras."
Different exhibits tips on how to reach a global the place conformity reigns...but exceptions rule.
Read Online or Download Different: Escaping the Competitive Herd PDF
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Additional resources for Different: Escaping the Competitive Herd
Ambidexterity and the Challenge of Fundamental Change You may find it tempting to retain the best of the existing business model while creating a new business model through transformation. The one that got you here is near and dear to your heart. The new one is where the future lies and where progress awaits. It is tempting to try to hang on to both. Forget it. The problem is roots. It is close to impossible to create a company that can simultaneously operate two distinctly different business models.
In addition, CanCo had no way to reserve inventory for a future use, so parts were often not available when they were needed. Parts found to be out of stock in the United States often had to be shipped at a premium to fill a need, or a small quantity had to be produced in a very short time, which resulted in additional costs. CanCo also lacked the required project management processes; in fact, the ability to lay out project plans and manage in accordance with the plan was nonexistent. The company had no system for ordering and tracking multiple interrelated parts that could then be put together in a kit arrangement, and there was no activity-based costing system for the overall effort, so capturing revenue based on nonproduct cost became impossible.
7. How has the company determined and met a clear goal set? 8. Is the way measurements are constructed an advantage? 9. Has the company created significant differentiation in the market? 10. How have investment decisions been made? 11. Are programs and projects run efficiently and effectively? 12. Does the company have a distinct advantage in process management? 13. What special skills, abilities, and competencies are strongest in the company? 14. Has the company maintained an advantage in scalability and capacity response to the market?