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Sur Petition: Creating Value Monopolies When Everyone Else Is Merely Competing
Creative genius and bestselling author Edward de Bono reveals the startling future face of business: the creation of value monopolies that change the very nature of company and customer.
Paperback
First published March 1, 1992
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290 people want to read
About the author
Edward de Bono
233 books1,146 followersEdward de Bono was a Maltese physician, author, inventor, and consultant. He is best known as the originator of the term lateral thinking (structured creativity) and the leading proponent of the deliberate teaching of thinking in schools.
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Displaying 1 - 8 of 8 reviews
April 24, 2013
This is a MUST book for those want to understand about Competition and how to stay one step ahead of your nearest competitor from a lateral thinking side.
This books reveals somes of Bono's rules of business which has changed dramtically. This book I would rate is very closely to K&R "C" bible since each time I read this book, I get to learn something new from the previous attempt.
I have read it twice and would do so more in the days to come.
This books reveals somes of Bono's rules of business which has changed dramtically. This book I would rate is very closely to K&R "C" bible since each time I read this book, I get to learn something new from the previous attempt.
I have read it twice and would do so more in the days to come.
July 30, 2020
Es un muy buen libro, es muy interesante que allá por los 90 ya De Bono tenía muy claro que los valores integrados iban a ser el puntal clave para el desarrollo de los productos. La parte dedicada a la creatividad es más que nada técnica, no es muy práctica ya que le hace publicidad a su siguiente libro
December 28, 2021
I recently reread this classic work on "creating monopolies when everyone else is merely competing".
I reread it because I was searching for insights into the failure of corporate innovation in the three decades since de Bono wrote the book.
From what we can clearly observe, corporate innovation has produced little except:
- handsome bonuses for executives;
- hundreds of floors of fit-outs with greenery and ping pong tables;
- thousands of Board presentations; and,
- millions of brainstorming sessions.
What it has not produced is disruptive innovation.
At best, it's simply continued incremental innovation, albeit at a slower pace and with less relevance to the actual business operations.
Somewhat remarkably, de Bono identified this potential outcome in his 1992 book. He says:
"Business schools have always taught students how to analyse information and make decisions. Today this is totally inadequate. The analysis of information and decision-making are part of the maintenance aspect of management.
The emphasis must now shift to conceptual thinking. Analysis can only yield some of the alternatives; the rest must be produced by creative design.
Unfortunately the approach to creativity in the United States has been very weak. There is a mistaken notion that we are all basically creative and it is only necessary to remove our inhibitions and fears of being ridiculous in order to release that innate creativity. That is why American creative methods have been crazy and off-the-wall."
[End of Quotes]
We can now see that very clearly. The "inherent creativity" movement created an industry, was promoted by management journals and accepted by Boards (as who are old white men to argue?).
Thirty years of failure says to me that de Bono was on to something fundamental, and it comes down to two things:
1. The need for systematic methods for serious, disruptive, creativity; and,
2. A focus on concept development and concept design.
The book explains these two aspects in detail, and it is more relevant today for corporate innovation than when de Bono published it in 1992. Corporates are capable of disruptive innovation, but creativity alone is not.
I reread it because I was searching for insights into the failure of corporate innovation in the three decades since de Bono wrote the book.
From what we can clearly observe, corporate innovation has produced little except:
- handsome bonuses for executives;
- hundreds of floors of fit-outs with greenery and ping pong tables;
- thousands of Board presentations; and,
- millions of brainstorming sessions.
What it has not produced is disruptive innovation.
At best, it's simply continued incremental innovation, albeit at a slower pace and with less relevance to the actual business operations.
Somewhat remarkably, de Bono identified this potential outcome in his 1992 book. He says:
"Business schools have always taught students how to analyse information and make decisions. Today this is totally inadequate. The analysis of information and decision-making are part of the maintenance aspect of management.
The emphasis must now shift to conceptual thinking. Analysis can only yield some of the alternatives; the rest must be produced by creative design.
Unfortunately the approach to creativity in the United States has been very weak. There is a mistaken notion that we are all basically creative and it is only necessary to remove our inhibitions and fears of being ridiculous in order to release that innate creativity. That is why American creative methods have been crazy and off-the-wall."
[End of Quotes]
We can now see that very clearly. The "inherent creativity" movement created an industry, was promoted by management journals and accepted by Boards (as who are old white men to argue?).
Thirty years of failure says to me that de Bono was on to something fundamental, and it comes down to two things:
1. The need for systematic methods for serious, disruptive, creativity; and,
2. A focus on concept development and concept design.
The book explains these two aspects in detail, and it is more relevant today for corporate innovation than when de Bono published it in 1992. Corporates are capable of disruptive innovation, but creativity alone is not.
June 1, 2008
Another interesting read. Another tool to develop. Very insightful and understandable. The negative effects of simple things that we naturally think and communicate are bought to light in this book .
February 8, 2009
Business is all about creating value for all stakeholders.A simple read book about the emphasis of value creation in the business
May 3, 2015
Very technical with little practical application.
Currently reading
September 4, 2020This book really changed my life🖤
Love this book.
Love this book.
May 8, 2018
Edward de Bono asserts that complacency sets in when things seem normal to you because you are used to them. In business there are four types.
Comfortable Complacency
It creeps up when you aren’t hungry; you have an income stream that appears to be regenerating itself without you having to fight too hard for it.
“we are doing all right”
“we have our own little niche”
“we have always done it that way”
Big Name Disasters = The Woolworth Story & The Ratner Story
Cosy Complacency
It creeps up when environment is uncomfortable and it is easier to snuggle down in front of the fire than stride out and ride the storm.
“we can postpone that project for the time being”
“we cannot increase sales, so we must cut costs”
“we have always done it that way”
Big Name Disasters = The Marks and Spencer Story & The SAGE Story
Arrogant Complacency
It creeps up when you believe you know it all and have all the answers.
“we are successful, we must be doing it right”
“we have nothing to learn”
“we have always done it that way”
Big Name Disasters = The News of the World Story & The Enron Story
Lack-of-Vision Complacency
It creeps up when your horizons are limited and you lack any thought about what could be. This is the most common of all complacencies.
“I cannot see what more can be done”
“we are doing as well as anyone else”
“we have always done it that way”
Big Name Disasters = The Betamax Story & The Swiss Air Story
Complacent companies are not necessarily headed for disaster or even a slow drift and decline. However, there could well be unused potential and missed opportunities. So it is worth recognising where complacency creeps up and put into place some triggers to combat the creep.
Procedures and routines can help: Without the procedures and routines we can’t measure, refine, improve and change them.
Information helps: Information is the basis for decision-making. We need to know where we are before choosing a route to get to where we would like to be.
Analysing and logic help: Analysis compares the unknown with information that is known, in order to make sense of new or complex situations.
Creativity helps: Creativity is the cheapest and best way of getting added value from existing assets
Click here to go back to https://thehiddenedge.co.uk/
Comfortable Complacency
It creeps up when you aren’t hungry; you have an income stream that appears to be regenerating itself without you having to fight too hard for it.
“we are doing all right”
“we have our own little niche”
“we have always done it that way”
Big Name Disasters = The Woolworth Story & The Ratner Story
Cosy Complacency
It creeps up when environment is uncomfortable and it is easier to snuggle down in front of the fire than stride out and ride the storm.
“we can postpone that project for the time being”
“we cannot increase sales, so we must cut costs”
“we have always done it that way”
Big Name Disasters = The Marks and Spencer Story & The SAGE Story
Arrogant Complacency
It creeps up when you believe you know it all and have all the answers.
“we are successful, we must be doing it right”
“we have nothing to learn”
“we have always done it that way”
Big Name Disasters = The News of the World Story & The Enron Story
Lack-of-Vision Complacency
It creeps up when your horizons are limited and you lack any thought about what could be. This is the most common of all complacencies.
“I cannot see what more can be done”
“we are doing as well as anyone else”
“we have always done it that way”
Big Name Disasters = The Betamax Story & The Swiss Air Story
Complacent companies are not necessarily headed for disaster or even a slow drift and decline. However, there could well be unused potential and missed opportunities. So it is worth recognising where complacency creeps up and put into place some triggers to combat the creep.
Procedures and routines can help: Without the procedures and routines we can’t measure, refine, improve and change them.
Information helps: Information is the basis for decision-making. We need to know where we are before choosing a route to get to where we would like to be.
Analysing and logic help: Analysis compares the unknown with information that is known, in order to make sense of new or complex situations.
Creativity helps: Creativity is the cheapest and best way of getting added value from existing assets
Click here to go back to https://thehiddenedge.co.uk/
Displaying 1 - 8 of 8 reviews