Recommended Reading

There are many resources out there to help.  I’ve found that being well read helps “fill the well” so that you can apply the proper frameworks to develop and incubate the ideas that are most impactful to your organization.

This is good and well, but there isn’t enough time in the day to actually be “well read”.  So if you have limited time, start first with these books.


 Good to Great by Jim Collins (2001)

This perennial favorite with Fortune 500 Executives and entrepreneurial programs has aged gracefully to become a tool to drive competitive differentiation and passion into business models. Concepts such as the “Hedgehog Concept, “Stockdale Paradox“, and getting the “right people on the bus” all originated here more than a decade ago.

Realistically, I don’t ever sit in board meetings and say we need to think of what our hedgehog strategy should be.  But in the back of my mind as a consultant,  I’ll ask myself what these executives are most passionate about, what there domain is within the company, and how they are tackling their P&L goals.  This micro assessment has been helpful in determining what stake they might have in your idea; which helps you to know if you need them on your “bus” or not.

I would recommend skimming through the principles from the book outlined in its Wikipedia article or on Jim’s own site.  Of course you can always read the hardcover.


Inside the Tornado by Ge0ffrey Moore

If you heard of chasms, bowling alleys, and tornadoes when it comes to scaling your business, this is where all that comes from.  More specifically,  Moore explains the growing pains that ideas have at various stages of maturity.  All ideas have limited resources to make them real, but Moore offers suggestions on how to direct your resources where they count to scale your business model.


The Innovator’s Solution by Clayton Christensen

If you’ve wondered why large companies like Kodak and Sears failed to survive the collapse of their markets, Clayton Christensen’s book offers useful insights.  Basically, competitive companies outpace their customers needs in an attempt to gain market share, but ultimately are disrupted by lower end alternatives.  Aside from seeing where his predictions ended up, it is notable that the methodology is timeless.

 

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