First and fast : : outpace your competitors, lead your markets, and accelerate growth / / Stuart Cross.

• Superior document: Strategic management collection,
• VerfasserIn: Cross, Stuart.,
• Place / Publishing House: New York, New York (222 East 46th Street, New York, NY 10017) : : Business Expert Press,, 2016.
• Year of Publication: 2016
• Edition: First edition.
• Language: English
• Series: Strategic management collection.
• Physical Description: 1 online resource (x, 158 pages)
• Notes: Includes index.

For the past 30 years, business leaders have been exhorted to move faster and adopt a "ready, fire, aim" approach to the growth of their business. As the level of change and turbulence increases in all markets, all organizations must adapt--quickly!--or risk decline and decay. But what are...

Table of Contents

• 1. Are you fast or irrelevant?
• The decline and fall of Nokia
• What's driving the need for speed?
• Why are companies still too slow?
• Shifting focus from perfection to pace
• 2. Creating a high-speed, high-growth culture
• Avoiding the cultural danger zone
• Act like a start-up and adopt a challenger mind-set
• The cultural traffic jam: the seven most likely roadblocks
• The critical role of the "sprinter-in-chief": Richard Baker puts "the chemists" back into boots
• 3. Organizing for speed and agility
• The power of simplicity in a complex world
• Destroying silos, accelerating growth
• Decision making on the run
• Turning your organization on a dime
• 4. Rapid-fire strategy
• Strategy ain't what it used to be
• The 3Rs of strategy
• Organizing for rapid-fire strategy
• The 6-day strategy: why spend 6 months developing a 1-year plan?
• 5. Fast-lane innovation
• Releasing the innovation brakes
• Building up speed: focusing innovation on what won't change
• Shifting gear: acceleration through action
• 8 accelerators for fast-lane innovation
• 6. Implementing at pace
• The speed of light at the center of the sun
• Focus, focus, focus: you can't chase two hares
• Lead by results: the inverse relationship between detailed planning and performance management
• Think big, start small: Tesco Express versus Fresh & Easy
• Remember, delivery is the day job: the secret to rapid transformation
• 7. Allowing your customers to navigate
• Steve Jobs was an error: the customer's not always right, but that's the way to bet
• Who to implore and who to ignore
• How to work with customers to accelerate innovation
• Customer navigation in action: embedding customer focus at DFS
• 8. Sustaining success and kicking on
• How fast is too fast?
• Moving onto new heights
• Seven immediate steps you can take today
• Index.