Jason Jennings and Laurence Haughton
From Publishers Weekly
master that other ventures cannot?
They are ready to face the
21st-century economy with an ability to
adjust to change
and a constant concern with providing first-rate customer
service. To find these companies, the authors traveled
around the world to learn these secrets from such winning
firms as H&M clothing stores,
Hotmail and Telepizza. Among the smart strategies are spotting trends,
testing products and getting to market quickly.
3Ss of Winning in Business
To Win: 3 Strategies
offer lots of tips, interspersed with anecdotes about both
successful and failing companies.
Signs of a Losing Organization
While the information is
excellent and the presentation clear, the content doesn't
lend itself easily to audio.
The authors are fond of lists,
such as "10 steps" obviously, people listening while driving
or commuting will have to replay these sections if they want
to take notes. In spite of this drawback,
willing to put in the effort will get some practical help
from this book.
The tortoise and the hare--not to
mention a popular '60s-era adage--warned us that Speed Kills.
Not so fast, contend Jason Jennings and Laurence Haughton,
international consultants who have worked together since 1976.
It's Not the Big That Eat the Small... It's the Fast That Eat
the Slow, the two argue that only the swiftest of
corporations will thrive in the 21st century. They then outline
a program, based on best practices developed by contemporary
speedsters like Charles Schwab and AOL that readers can work
into their own businesses by similarly focusing on "commerce,
resource deployment, and people."
Its four parts examine ways to
create environments that anticipate the future,
reassess operations and personnel and make appropriate
adjustments whenever necessary,
"crusade" while "staying
beneath the radar," and
maintain velocity through
close customer relationships. "This book will show you how
to think and move faster than your competition," they write,
adding that "being faster doesn't mean being out of breath. It
means being smarter."
Strategies: 2 Types
Many of their suggestions will be
familiar to those who follow the business of business
improvement, but the singular (and quite convincing) context to
which Jennings and Haughton now apply them help make this book
unique. ~ Howard Rothman