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Posted July 13, 2009 4:46 a.m. by dylan
In Events - 800 CEO Read Blog
Five FT Press and Wharton School Publishing authors are being hosted at a week-long author event, starting today, over at Mixergy. You can watch the interview series live via Mixergy.com, iTunes or U-Stream.
Today's author is the brilliant Herb Sorensen, author of Inside the Mind of the Shopper: The Science of Retailing. And, not to underestimate the other authors, but we're really looking forward to Thursday's author, Jim Champy, coauthor of Reengineering the Corporation (one of The 100 Best Business Books of All Time), and currently in the middle of a series of books, or as he puts it himself "compact volumes on the key topics of strategy, marketing, managing people, and operations." The first, Outsmart!, covered strategy and was released last year. This year's installment was Inspire!, a Jack Covert Selects in April. The complete list of authors is below.
Herb Sorensen, Ph.D. is a pre-eminent authority on observing and measuring shopping behavior and attitudes. He is the Global Scientific Director, TNS Shopper Insights, serving Fortune 100 retailers and consumer packaged goods manufacturers in North America, Europe, Asia, Australia and South America for over 35 years. Dr. Sorensen, Ph.D. biochemist, looks at consumer behavior from a scientific viewpoint but clearly explains the impact for the bottom line of merchants.
Mark Magnacca, is President of Insight Development Group, Inc, a business building coach, keynote speaker and author. Mark’s mission is to help sales professionals get greater results in less time by teaching his clients to put all of their communications, verbal and written, to the So What Test. By adopting a S o What Mindset, clients learn to communicate and structure every message according the needs of the listener.
Bertrand Cesvet is Chairman and Chief Strategist of Montreal-based creative hotbed SID LEE. Over the past 10 years, he has helped transform a small, but promising creative shop into a leading purveyor of experiential design and communication services for breakthrough brands. In doing so, he has earned the ear of many a C-level executive who value the disruptive insights he injects into their businesses.
Jim Champy, Chairman of Consulting, Perot Systems, is recognized throughout the world for his work on leadership and management issues and on organizational change and business reengineering. His first book, Reengineering the Corporation: A Manifesto for Business Revolution, sold more than 3 million copies and spent more than a year on The New York Times best seller list. He is also the author of the best seller, Reengineering Management: The Mandate for New Leadership, which was recognized by Business Week as one of the top ten best business books of 1995.
Barry Libert is a pioneer in using communities and Web 2.0 technologies to help enterprises thrive and accelerate business growth. He was co-author of the recently published We Are Smarter Than Me, a critically acclaimed book created in collaboration with Wharton Publishing that used the Wiki-based contributions of more than 4,000 people to illustrate how businesses could profit from the wisdom of crowds. A one-time McKinsey & Company consultant, Libert has also co-authored two other highly regarded books about the business value of information and relationships.
If you can't listen in live, the shows will be edited and archived, so check back at Mixergy when you can.
100 Best: Jack interviews Jim Champy, co-author of Reengineering the Corporation
Posted May 15, 2009 8:42 a.m. by jon8cr
In Audio - 800 CEO Read Blog
Michael Hammer and James Champy's Reengineering the Corporation addresses the issue of reinventing and reinvigorating a company in ways different than the typical route of downsizing and other similar practices. Hammer and Michael are "systems thinkers" and crafted an important book about how to analyze systems within business and take profound and efficient actions to make improvements. A bestseller upon its release, the book is still hugely popular today, and easily landed a spot in Jack and Todd's 100 Best.
Click below to listen to a conversation between Jack Covert and Jim Champy:
[podcast]http://800ceoread.com/blog/audio/jim_champy_reengineering.mp3[/podcast]
Jack Covert Selects - Inspire!
Posted April 14, 2009 4:34 a.m. by 800-ceo-read
Inspire!: Why Customers Come Back by Jim Champy, FT Press, 192 Pages, $22.99 Hardcover, April 2009, ISBN 9780131361881
Some of the most successful business books use the research method to find the standouts in business, and then dig into those organizations to see what makes them so successful. Jim Collin's brilliant Good to Great comes to mind.
Jim Champy, author of Reengineering the Corporation—which is one of the titles featured in our book, The 100 Best Business Books of All Time—also uses the research method. This is his second book in a new series of compact volumes that he describes as follows: "Taken together, these volumes deliver practical advice on how to succeed in today's brave new world of business. That's because they are rooted in the actual experiences and insights of a select group of companies that have found new and better ways to innovate and grow in spite of our challenging economic environment."
The chapter "What Could Be More Inspiring Than Convenience with Economy?" uses the story of car-sharing company Zipcar as an example. Every time Clark Waterfall—the co-founder of high tech headhunter Boston Search Group—had a meeting in town, he had to drive in and deal with the ridiculous Boston traffic, instead of having the convenience of the train he was used to. Parking and the huge commutes were a royal pain. Zipcar has solved his problem, and found a very sweet spot in major metropolitan areas. You pay ZipCar $10 per hour to use their cars. They are parked in convenient places, and you simply wave your Zipcar card to get into a car, drive it for as long as you want, and then return it to that spot and replace the gas. For a commuter like Clark, this is a perfect deal.
In the chapter titled "What Could Be More Inspiring Than a Crusade?" Champy tells the story of Stoneyfield Farm and how they found a need, and created a brand around it, using simple, yet dramatic marketing ideas—like giving their product away for free to create buzz. Champy smartly summarizes each chapter with practical and valuable "Rules of Engagement." This chapter's are "Make sure your customers are true believers," "Don't hesitate to break the rules," "Use every available technique to tell your story," and "Be completely true to your cause," among many, many more.
In closing, I must congratulate either Jim Champy or FT Press for the design of this book. They use different font sizes to highlight and summarize ideas not only very effectively, but attractively as well. I'm looking forward to the future releases in this series. This one is a small treasure that will help you inspire and grow your business.
Two Lists
Posted Oct. 28, 2008 4:00 a.m. by dylan
In Uncategorized - 800 CEO Read Blog
The Arizona Republic printed a list of recommended finance and business titles from Jeffrey L. Coles'--finance department chair at Arizona State University. They are:
Against the Gods: The Remarkable Story of Risk by Peter L. Bernstein, John Wiley & Sons, 1998 Valuation: Measuring and Managing the Value of Companies by Tim Koller, Marc Goedhart & David Wessels, John Wiley & Sons, 2005 Irrational Exuberance by Robert Schiller, Currency, 2006 Competitive Strategy: Techniques for Analyzing Industries and Competitors by Michael Porter, Free Press, 1998 Chinese Lessons: Five Classmates and the Story of the New China by John Pomfret, Holt Rinehart and Winston, 2007
Coles sneaks in a sixth suggestion "for humor and cheer in our turbulent times," Scott Adams' Still Pumped From Using the Mouse.
CIO Insight has picked ten leadership books they feel "capture what it takes to lead." They are:
Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value by Bill George, Jossey-Bass, 2004 Judgment: How Winning Leaders Make Great Calls by Noel Tichy & Warren Bennis, Portfolio, 2007 Leading Change by John Kotter, Harvard Business School Press, 1996 The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All by Michael Useem, Three River Press, 1999 What Were They Thinking?: Unconventional Wisdom about Management by Jeffrey Pfeffer, Harvard Business School Press, 2007 Leadership Passages: The Personal and Professional Transitions That Make or Break a Leader by David L. Dotlich, James L. Noel & Norman Walker, Jossey-Bass, 2004 Reengineering the Corporation: A Manifesto for Business Revolution by Michael Hammer & James Champy, HarperBusiness, 2004 The Practice of Management by Peter Drucker, HarperCollins, 2006 Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators by Patrick Lencioni, Jossey-Bass, 2005 A Leader's Legacy by James Kouzes & Barry Posner, Jossey-Bass, 2006
Article from Jim Champy, author of Outsmart!
Posted Sept. 15, 2008 4:05 a.m. by 800-ceo-read
In Leadership - 800 CEO Read Blog
Thanks to Jim Champy, author of Outsmart!: How to Do What Your Competitors Can't. The article below describes some shared characteristics of great companies.
WHERE ARE THE GREAT COMPANIES?
By Jim Champy
For years I have been searching for great companies. What I have found is that there are none. Greatness is an aspiration - a very honorable one. But no company is perfect, even if it performs well year after year.
Greatness, like, many objectives, is in the eye of the beholder. One simple test for greatness is how a company is experienced by its constituents - its customers, its associates, its owners, and business partners. In my most recent research, I looked at over a thousand high-growth companies and found many companies that are very good. They treat all of their constituents well and, in their own unique ways, aspire to greatness.
My search was driven by a desire to find companies that have new business models, delivering new products and services to customers and executing in new ways. I have written about my discoveries in OUTSMART!, my latest book. Although I could find no single formula for what creates a good - or great - company, I did find some shared characteristics.
Ambition: The leadership team of every good company has a great ambition for the company - usually one that addresses an unmet customer need. The ambition is not one of personal greed; it's about building a company that delivers on its promise and does it with a unique quality. My experience over the years is that it takes a great ambition to create even a good company. I was inspired in my research by a company called Minute Clinic, whose ambition is to change how healthcare is delivered, for the benefit of everyone involved in the healthcare system.
Customer: Every good company begins by meeting a customer need. That need is often deeply understood by the company's founder because they, themselves, experienced the need - and saw how that need was not being well met. Sometimes the founder hands off the leadership of the company to someone else who operationalizes the idea. But that wasn't the case in the example of Sonicbids, a company that saw the unmet needs of thousands of independent musicians and performers and whose founder has led the company to a unique position in the music business. This music business for independent performers is a 13 billion dollar a year market, that no one saw or had the appetite to organize until Sonic bids came along.
Focus: Good companies stay focused on what they know and can do well. When companies search for new ideas, they often drift into unknown territory and get in trouble. Good companies just keep growing and expanding into familiar territory. Shutterfly is a wonderful example of a company that's growing, but it grows by expanding within the social expressions business, helping communities of people share photographs in hundreds of ways. Niches can be very large markets.
Execution: Satisfying a customer requires relentless attention to execution. Building a company's capability to deliver makes the difference between turning a great idea into a business or failure. But execution is not just about delivering a product. It's also about service. Over the years, I have observed that technology companies are particularly bad at recognizing and responding to the service needs of their customers. Counter intuitively, high-tech requires a lot of high-touch. Partsearch is a company that knows what it's doing with customer service, helping customers find what they need in an ocean of millions of parts and accessories for consumer electronic products. Partsearch has tamed chaos in its industry.
Inspiration: Smart companies engage all of their associates in building the business, from idea creation though delivery. Ideas don't just come tops-down; they also come bottoms-up and from every other direction. Everyone in the company feels that they own a piece of the action and are accountable for how the company performs. The inspiration for a company starts at the top, but good leadership drives that inspiration deep into the company by engaging people broadly in decision-making. People are more than mechanical parts of the enterprise, and the more they are allowed to see customers, the better their business sensibilities.
These are some of the behaviors that I have found in the good companies I have studied. My ultimate test of the quality of a company is whether I would like to work there. The good news: I see many high growth companies where I would work. They are smart companies, in multiple industries, that are operating quite brilliantly.
Author Bio
Jim Champy is one of the leading thinkers in business. His first book, Reengineering the Corporation: A Manifesto for Business Revolution, helped transform the corporate world. For more information, please visit www.jimchampy.com.
Check out Outsmart!: How to Do What Your Competitors Can't!
