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Last updated:
17 December 2010
The Knack: How Street-Smart Entrepreneurs Learn to
Handle Whatever Comes Their Way
has a title that says it all. Norm Brodsky has been writing
for Inc. magazine forever and is a serial entrerpreneur. The
books demonstrates the mindset of successful entrepreneurs
and identifies the mindest that hels them solve problems, spot
opportunities, and lead their ventures to success.
Robert F. Brands provides a series of 10 rules to insure that
enterprises maintain creativity and innovate on a continuous basis.
His 10 rules use the mnemonic device of INNOVATION to help one keep them in
mind.
Like MIT, PARC
(Xerox), Bell Labs, and IBM, this agency of the Pentagon develops highly
sophisticated products and processes for the military- with utility for
civilians. And, like with NASA, DARPS's inventions has made our lives
better and richer. The Department of Mad Scientists gives us a first
hand look at how and what DARPA does.
Want to
see how someone changed from an employee to business owner?
This is what Ms. Comaford-Lynch did, and she did it without
credentials or qualifications that were clearly visible. What
she has was the ability to understand what works and what doesn't.
It can provide you with ideas for your own actions.
This book, the Ultimate Question, says
that we only need to know if someone would recommend our service or product
to a friend or colleague. It stresses that we should seek profits only
from those things that satisfy customers. If we seek profits from any
old sale, we lose the customer and will slowly wither at the vine.
The Washington Post called this
book " a keeper".
Wargaming is an exercise
used by military leaders to determine scenarios for various events with the
probable outcomes. This book aims to cultivate that technique for
business leaders to help them anticipate and crush the competition.
Mark Herman (Booz Allen master) gets help from two other authors to expound
on the process in detail.
I had the opportunity to meet
Dr. Adizes about two decades ago. While this book is fairly old,
its salient analysis of corporate growth cycles is critical for managing
enterprises of all sizes. I have heard venture capitalists use similar
analyses describing the management structure needs for their investments and
been on boards who were trying to pin down the requirements for new or
existing management of the enterprise.
Big, attention-grabbing
numbers are frequently used in policy debates and media reporting. The
authors understand that there is only one problem: these numbers are
probably false. The continued use and abuse of such numbers reflect a much
larger and troubling pattern: policymakers and the media naively or
deliberately accept highly politicized and questionable statistical claims
about activities that are extremely difficult to measure. As a result, we
too often become trapped by these mythical numbers, with perverse and
counterproductive consequences.
Bill George led Medtronic to
great success. He believes that we have failed to select leaders that
actually provide long-term health to the enterprise (don't get me started!).
He is sure that CEO's have been following the stock price, the short-term
results, and lose their focus in the pursuit of Wall Street validation
(which no longer exists). It may be a mite moralistic--but we could
use some of that in today's economic climate.
Any choice you make -any
decision -will benefit from 10-10-10. Are our decisions the right
ones? Or are we being governed, time and time again, and against our best
intentions, by the demands of the moment? 10-10-10 provides you a
concept to get control of your life- home, work, love...: What are the
consequences of my decision in 10 minutes? In 10 months? And in 10 years?
This concept started out as a magazine article in O (Oprah)- and the book
fleshes it out a little (with a lot of stories to amplify). The article in O
may be enough to get you started...
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