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Review
Named among the "Top 3 Business Book on Strategy of 2018" by Strategy+BusinessNamed among the "Business Books of the Month" by the Financial TimesNamed among "The Top 10 Business Strategy Books of 2018" by Inc. Magazine "Leap shows you how to go about deliberately thinking about adapting your business, and investigates the technological forces at work. Every leader can benefit from the wisdom found in this book."―Jorgen vig Knudstrop, executive chairman, LEGO Brand Group"Howard Yu argues that, even in a future age of machine intelligence, the human ability to innovate will be the primary factor enabling companies to thrive. His advice will be invaluable to managers and CEOs worldwide."―V.G. Govindarajan, Coxe Distinguished Professor of Management, Tuck School of Business, Dartmouth University, and author of the New York Times bestseller Reverse Innovation"At a time when big business is challenged by start-ups, when 100-year-old business models have run out of steam, and when your next competitor can come from a totally unrelated industry, Howard Yu offers important guidance on how to reinvent corporations and the need for top leaders to show compassion, pride, solidarity, and vulnerability as organizations embark on the process. The marriage of big data and humanity can fundamentally change business. I can't recommend this book highly enough."―Poul Weihrauch, global president Petcare, Mars Inc."As technology's tectonic shifts reshape how companies win, Howard Yu shows the criticality of good management today. In Leap, he's written a valuable guide to help managers prepare their companies for long and successful lives."―Keith Ferrazzi, chairman, Ferrazzi Greenlight and author of New York Times bestsellers Never Eat Alone and Who's Got Your Back"A deeply thoughtful journey on why human curiosity and creativity matter more, not less, than ever in the new brave world of ubiquitous connectivity and smart machines. And why and how we as leaders need to learn to leap - and not just incrementally extrapolate what we already know."―Jouko Karvinen, Chairman of Finnair"In a world driven by global competition and constant change, businesses increasingly struggle to achieve long-term success. This book is a unique source of strategic ideas that will enable complex organizations to reinvent themselves and drive sustainable growth."―Urs Rohner, Chairman, Credit Suisse Group"A truly remarkable book that addresses the fundamental challenge facing managers who seek to sustain growth. Powerful case examples illustrate important concepts drawn from science and sociology as well as business."―Joseph L. Bower, Donald Kirk David Professor, emeritus, Harvard Business School
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About the Author
Howard Yu is the LEGO professor of management and innovation at the prestigious IMD business school in Switzerland as well as the director of its signature program, the three-week Advanced Management Program (AMP), an executive education course. In 2015, Yu was selected by Poets&Quants as one of "The World's Top 40 Business Professors Under 40," and in 2018 he appeared on the Thinkers50 Radar list of thirty management thinkers "most likely to shape the future of how organizations are managed and led." He has delivered customized training programs for leading organizations including Mars, Maersk, Daimler, and Electrolux. His articles have appeared in Forbes, Fortune, Harvard Business Review, The Financial Times, and The New York Times. Yu received his doctoral degree from Harvard Business School. Prior to his doctorate, he worked in the banking industry in Hong Kong.
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Product details
Hardcover: 288 pages
Publisher: PublicAffairs (June 12, 2018)
Language: English
ISBN-10: 9781610398817
ISBN-13: 978-1610398817
ASIN: 1610398815
Product Dimensions:
6.5 x 1 x 9.5 inches
Shipping Weight: 1.1 pounds (View shipping rates and policies)
Average Customer Review:
4.6 out of 5 stars
7 customer reviews
Amazon Best Sellers Rank:
#217,818 in Books (See Top 100 in Books)
This book was very relevant to the times we are in. As the Head of HR for a rapidly growing start up, I could not find this book more appropriate for the challenges that we are facing. It is something that we are asking our new hires to read as part of their onboarding process to keep them motivated. Everyone should read this, but it would also be perfect for those pursuing MBAs. It has the perfect blend of old and new examples, and it was so easy to read.
What a great book! Although written for managers, it's a great read for anyone looking to learn about past and present competitive markets. It's full of interesting case studies and stories on how the world’s most recognizable and beloved brands had to fight their way to make it where they are today. Certainly an eye-opener, and a fun and informative title!
The book keeps on sharing history and tried to proof about the Leap is possible for mass production and automation ....
Howard Yu quotes one of the most important passages in Joseph Schumpeter's classic, Capitalism, Socialism and Democracy (1942): "The opening up of new markets, foreign or domestic...illustrate the same process of industrial mutation that incessantly revolutionizes the economic structure from within, incessantly destroying destroying the old one, incessantly creating a new one. The process of Creative Destruction is the essential fact about capitalism."I am among those who are convinced that the global marketplace today is more volatile, more uncertain, more complex, and more Ambiguous that any prior time that we can remember. "The only way to prosper under such conditions over long periods of time is to [begin italics] leap: Pioneers must move across knowledge disciplines, to leverage or create new knowledge on how a product is made or delivered. Absent such efforts, latecomers will always catch up."Yu suggests that getting ready to leap requires a different way of thinking about and leading the business. The preparation process should be guided and informed by these five fundamental principles:1. Understand your firm's foundational knowledge and its trajectory.2. Acquire and cultivate new knowledge disciplines.3. Leverage seismic shifts.4. Experiment to gain evidence.5. Dive deep into execution.I commend Yu on his brilliant use of mini-case studies that examine effective initiatives that bring these principles to life. More specifically, he focuses on exemplars that include Community Ground/Breaking Group (154-161), DARPA (Pages 104-118), John Deere (212-217), Novartis (66-78), Procter & Gamble (51-61 and 66-67), and Steinway & Sons (17-39). When to leap?"Listening to the right signals [while ignoring the noise] requires patience and discipline. Seizing a window of opportunity, which means not necessarily being the first mover but the first to get it right, takes courage and determination. To leap successfully is to master these two seemingly contradictory abilities. The discipline to wait and the determination to drive, in balanced combination, often pay off handsomely. Cultivating this paradoxical ability at the individual and organizational levels" is an ongoing process, not an isolated achievement.As I worked my way through Howard Yu's final chapter, I was again reminded of three observations. First, from Helen Keller: "Life is either a daring adventure, or nothing." The next from Steven Wright: "The early bird may get the worm but the second mouse gets the cheese." And the third from the Gambler: "You gotta know when to hold 'em, know when to fold 'em," etc. All are sensible but not all leaps are sensible. Some are impulsive, others are retaliatory, and still others are dumb as a 100 chickens.Howard Yu is a staunch and eloquent, indeed compelling advocate of leaps that have a degree of risk, yes, but are rigorously considered to the extent a given situation allows. The key point is that some decisions -- albeit less than perfect -- must be made in rapid response to an unexpected development. Organizations are only as resilient as their leaders are.This book is timely and, in my opinion, will prove timeless in a global marketplace in which change really is the only constant. Bravo!
I thoroughly enjoyed this book. I didn’t want to skip a thought. I really appreciated the depth of the case studies as they provided me with so many examples; from different periods of time, different geographic locations and different industries in different environments. I appreciated the skill with which Mr Yu crafted his perspective, based on in-depth research, and linked it to the case studies. He created tension in some places and then released it, by detailing what today’s leaders need to do in order not to sink into obscurity. The read was challenging and inspiring.He outlines how, "These principles both explain and predict how companies can prosper when labour, information and money move easily, cheaply and almost instantaneously.†and argues, “ The only way to prosper under these conditions over long periods is to leap.â€Leaping requires we move out of our comfort zones, it requires that we get our heads around the fact that what we will be doing in the future is going to look very different to what we are doing now, and that leaders of organisations have very specific, very active roles in driving this change. “They have to personally intervene at critical junctures, wielding the power to overcome specific barriers.†It requires leaders to do, not just think.Mr Hu is clear that this is the way to stay ahead of copycats, to “forge ahead’ rather than ‘refining what has already been.†We must ‘leverage the seismic shiftsâ€There are some hard truths for the reader to swallow, including detailed accounts of where world-class businesses have tripped and fallen, eg: assuming the present health of your company will continue indefinitely, or, that what made us successful in our early days will guide us to create the capabilities we will need going forward.He also quotes research from experts such as Professor Amar Bhide, ‘Most of the startups failed, as expected, but an overwhelming 93% of those that succeed had to abandon their original strategies because they were proven unviable. ...successful startups almost always have to do something different than what they promised their investors.â€So we need to learn from failures and recognise the importance of doing something different, significantly different, from where we start (or where we are right now) is it is more than likely going to be the key to our future successIn the end, I did feel upbeat and that I can do this, I can leap! No wait, let me rephrase that; to succeed for any length of time, in a turbulent business environment, I WILL HAVE to leap. And it’s my ’role, the leadership role, to make it happen.With thanks to Perseus Books, the author and NetGalley for my free copy to review.
Neurons that fire together wire together, this book wired my brain with highly relevant innovation leap examples companies should be aware to win. Leap is a historical account, a memoir of Western pioneers that will give any company the knowledge it needs for competitive growth. Some of these pioneers failed, some survived, others prospered. It’s also a playbook for the future. Any organization—large or small—has a set of traditional strengths and important products that have helped build it into what it is today. There is no perfect moment to innovate but Howard Yu shows us how.
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