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Outsmart!: How to Do What Your Competitors Can't
"Champy's engaging prose, fascinating success stories, penetrating reflections, and provocative challenges to the status quo capture your full attention from the first page to the last and leave your mind swirling with new thoughts about how to exploit opportunities in a very different world."
- Ray Stata, "Founder and Chairman of the Board, Analog Devices, Inc." "To outsmart or be outsmarted, that is the question in modern business. Jim Champy has found the answer, in fact many answers, by looking inside amazingly successful companies. And he tells their simple stories in this book that is so delightfully short it can be read on one flight."- Dr. Robert "Bob" Metcalfe, "General Partner, Polaris Venture Partners" "In this remarkably readable and incisive book, Jim Champy provides case studies of fast growing, innovative companies that have created and implemented successful strategies that are practical, market tested, and reproducible in today's global marketplace."- Denis A. Bovin, Vice Chairman, "Investment Banking, Bear Stearns & Co., Inc"."" "This book shows how to spot opportunities in a world that looks, at times,
like everything is done. Jim has strung together nine pearls that reveal the essence of entrepreneurship."
- Gururaj "Desh" Deshpande, "Founder and Chairman, Sycamore Networks, Inc." Author of" ReEngineering the Corporation"
A New York Times Best Seller & More than 3 Million Copies Sold Jim Champy revolutionized business with "Reengineering the Corporation." Now, in "Outsmart! "he's doing it again. This concise, fast-paced book shows how you can achieve breakthrough growth by" consistently outsmarting" your competition. Champy reveals the surprising, counterintuitive lessons learned by companies that have achieved super-high growth for at least three straight years. Drawing on the strategies of some of today's best "high velocity" companies, he identifies eight powerful ways to compete in even the roughest marketplace. You'll discover how to find distinctive market positions and sustainable advantages in products, services, delivery methods, and unexpected customers with unexpected needs. How to reignite growth by...- Seeing what others don't- Breaking free of mental legacies- Using all you know- Changing your frame of reference- Tapping others' successes- Creating order out of chaos- Simplifying complexity- Doing everything yourself there is not much new in management. but there is a lot new in business. Want more? Check out the e-book collection, Jim Champy on What's Really Working in Business. This brand new collection contains state-of-the-art business insights from world-renowned expert Jim Champy...now in a convenient e-format, at a great price!
- Ray Stata, "Founder and Chairman of the Board, Analog Devices, Inc." "To outsmart or be outsmarted, that is the question in modern business. Jim Champy has found the answer, in fact many answers, by looking inside amazingly successful companies. And he tells their simple stories in this book that is so delightfully short it can be read on one flight."- Dr. Robert "Bob" Metcalfe, "General Partner, Polaris Venture Partners" "In this remarkably readable and incisive book, Jim Champy provides case studies of fast growing, innovative companies that have created and implemented successful strategies that are practical, market tested, and reproducible in today's global marketplace."- Denis A. Bovin, Vice Chairman, "Investment Banking, Bear Stearns & Co., Inc"."" "This book shows how to spot opportunities in a world that looks, at times,
like everything is done. Jim has strung together nine pearls that reveal the essence of entrepreneurship."
- Gururaj "Desh" Deshpande, "Founder and Chairman, Sycamore Networks, Inc." Author of" ReEngineering the Corporation"
A New York Times Best Seller & More than 3 Million Copies Sold Jim Champy revolutionized business with "Reengineering the Corporation." Now, in "Outsmart! "he's doing it again. This concise, fast-paced book shows how you can achieve breakthrough growth by" consistently outsmarting" your competition. Champy reveals the surprising, counterintuitive lessons learned by companies that have achieved super-high growth for at least three straight years. Drawing on the strategies of some of today's best "high velocity" companies, he identifies eight powerful ways to compete in even the roughest marketplace. You'll discover how to find distinctive market positions and sustainable advantages in products, services, delivery methods, and unexpected customers with unexpected needs. How to reignite growth by...- Seeing what others don't- Breaking free of mental legacies- Using all you know- Changing your frame of reference- Tapping others' successes- Creating order out of chaos- Simplifying complexity- Doing everything yourself there is not much new in management. but there is a lot new in business. Want more? Check out the e-book collection, Jim Champy on What's Really Working in Business. This brand new collection contains state-of-the-art business insights from world-renowned expert Jim Champy...now in a convenient e-format, at a great price!
- GenresBusinessNonfiction
188 pages, Hardcover
First published January 1, 2008
15 people are currently reading
112 people want to read
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Displaying 1 - 10 of 10 reviews
July 25, 2008
Outsmart! : How to Do What Your Competitors Can’t
Jim Champy
Financial Times Press
Previously, Champy argued in Reengineering the Corporation (1993) that "companies need to change radically and be managed from a process perspective," in Reengineering Management (1995) he contended that "leaders had to change their way of thinking before they could change their organizations," and then in X-Engineering (2002) he made the case that "process change must extend outside the company walls to suppliers, customers, and business partners." What we have in his newest book is a brilliant research-driven analysis of eight results-driven companies that he and his associates selected from among about 1,000 high-velocity businesses with growth rates about 15%. More specifically, they examine their revenue producing ideas that are "neither hypothetical nor based on esoteric technologies. They don't require hundreds of millions of venture capital dollars or the vast sums from stock offerings to implement. " Champy then makes an especially important point: "Rather, they are strategies that any business leader can easily and immediately understand."
These are the eight exemplary companies that have outsmarted their competition, not only surviving but growing, gaining more of the supply of their customers, forcing their rivals "to adapt or die": Sonicbids, MinuteClinic, Smith & Wesson, Shutterfly, S.A. Robotics, Jibbitz and Crocs, Partsearch, and SmartPak. Few of those who read this book will recognize most of them by name. (I recognized only Smith & Wesson and Crocs.) Champy devotes a separate chapter to each. All of them "have found the holy grail of strategy: an unmet customer need." One of his recurrent themes is "learn by doing," noting that "each example in this book is unique, and none of these companies has a formula you can follow without changes to how you operate." He devotes most of his attention to the "what" and "why" of successful competition, then steps aside and allows the CEOs of the exemplary companies explain in their own words the "how" of what they did (and didn't do) to outperform their rivals. Their efforts were guided and informed by Peter Drucker's advice to know where you are, where you want to be, and how to get there. Advice such as this from a wide variety of sources (including the CEOs of the exemplary companies) is seamlessly integrated within Champy's narrative. This is not an operations manual; rather, a manifesto. Its central idea? Adapt or perish.
Jim Champy
Financial Times Press
Previously, Champy argued in Reengineering the Corporation (1993) that "companies need to change radically and be managed from a process perspective," in Reengineering Management (1995) he contended that "leaders had to change their way of thinking before they could change their organizations," and then in X-Engineering (2002) he made the case that "process change must extend outside the company walls to suppliers, customers, and business partners." What we have in his newest book is a brilliant research-driven analysis of eight results-driven companies that he and his associates selected from among about 1,000 high-velocity businesses with growth rates about 15%. More specifically, they examine their revenue producing ideas that are "neither hypothetical nor based on esoteric technologies. They don't require hundreds of millions of venture capital dollars or the vast sums from stock offerings to implement. " Champy then makes an especially important point: "Rather, they are strategies that any business leader can easily and immediately understand."
These are the eight exemplary companies that have outsmarted their competition, not only surviving but growing, gaining more of the supply of their customers, forcing their rivals "to adapt or die": Sonicbids, MinuteClinic, Smith & Wesson, Shutterfly, S.A. Robotics, Jibbitz and Crocs, Partsearch, and SmartPak. Few of those who read this book will recognize most of them by name. (I recognized only Smith & Wesson and Crocs.) Champy devotes a separate chapter to each. All of them "have found the holy grail of strategy: an unmet customer need." One of his recurrent themes is "learn by doing," noting that "each example in this book is unique, and none of these companies has a formula you can follow without changes to how you operate." He devotes most of his attention to the "what" and "why" of successful competition, then steps aside and allows the CEOs of the exemplary companies explain in their own words the "how" of what they did (and didn't do) to outperform their rivals. Their efforts were guided and informed by Peter Drucker's advice to know where you are, where you want to be, and how to get there. Advice such as this from a wide variety of sources (including the CEOs of the exemplary companies) is seamlessly integrated within Champy's narrative. This is not an operations manual; rather, a manifesto. Its central idea? Adapt or perish.
May 27, 2009
Visionary companies that changed the marketplace
Is your company an “incumbent” firm, stuck in the mud and going nowhere? Or is it a bold, visionary enterprise, able to see and exploit new business opportunities that incumbent firms miss or are too frightened to pursue? In his new book, business guru Jim Champy, co-author of Reengineering the Corporation, discusses how visionary “smart firms” seize the future while incumbent firms let it pass them by. Even while cautioning that surely some middle ground exists, getAbstract warmly recommends this book, and its fascinating case histories. You’ll want to read it if you are responsible for strategy and growth at your firm.
Is your company an “incumbent” firm, stuck in the mud and going nowhere? Or is it a bold, visionary enterprise, able to see and exploit new business opportunities that incumbent firms miss or are too frightened to pursue? In his new book, business guru Jim Champy, co-author of Reengineering the Corporation, discusses how visionary “smart firms” seize the future while incumbent firms let it pass them by. Even while cautioning that surely some middle ground exists, getAbstract warmly recommends this book, and its fascinating case histories. You’ll want to read it if you are responsible for strategy and growth at your firm.
June 7, 2011
I gave this just 2 stars because it was part of a series and that was not clean when I purchased. I did enjoy what the author had to say and I felt that I learned some things that I could apply to my business and life but again I really just felt that it was lacking and what it was lacking was the rest of the "series". I also won't go as far as to say it contains information on what to do that our competitors can't. I think that to a degree that some of this just requires common business sense.
August 4, 2014
Desde Leader Summaries recomendamos la lectura del libro ¡Aventaja!, de Jim Champy.
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: liderazgo, estrategia y modelos de negocio.
En el siguiente enlace tienes el resumen del libro ¡Aventaja!, Cómo ver lo que nuestra competencia ignora y construir un modelo de negocio altamente rentable: ¡Aventaja!
Las personas interesadas en las siguientes temáticas lo encontrarán práctico y útil: liderazgo, estrategia y modelos de negocio.
En el siguiente enlace tienes el resumen del libro ¡Aventaja!, Cómo ver lo que nuestra competencia ignora y construir un modelo de negocio altamente rentable: ¡Aventaja!
June 11, 2015
Good read on outsmarting competitors
Champy examines several companies that outsmarted their competitors, based on interviews. He then tries to break down why each was successful into items that can be implemented.
Champy examines several companies that outsmarted their competitors, based on interviews. He then tries to break down why each was successful into items that can be implemented.
August 29, 2010
A must read for anyone entering a field with lots of competition. There is always a way to set yourself apart. Take a look at some of the ways the companies in this book did it. Great work, Jim!
September 5, 2010
Pretty good insights - definitely one that makes you examine your work more thoroughly.
May 28, 2011
Starts strong, dragging a little 3/4 in, but has been sparking ideas along the way. Good material but not sure if the author or the reader is the one that brings a somewhat pedantic tone.
March 29, 2013
A must-read book on competition for knowledge workers who want to be in executive role and entrepreneurs.
Read
February 11, 2016Looks at a subset of companies that have found a need in the market and launched and maintained successful companies.
Displaying 1 - 10 of 10 reviews