Saturday, April 28, 2012

Get Lucky: How To Put Planned Serendipity To Work For You And Your Business By Thor Muller, Lane Becker

Get Lucky: How to Put Planned Serendipity to Work for You and Your Business

Get Lucky: How To Put Planned Serendipity To Work For You And Your Business By Thor Muller, Lane Becker

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A guide to getting luck on your side

As the pace of change accelerates and the volume of information explodes, we're under great pressure to connect just in time with the people and ideas we need to thrive. But we can no longer plan our way to success—there will always be factors beyond our control. This uncertainty, however, cultivates one of today's key drivers of success: serendipity. More than blind luck, serendipity can produce quantifiable results: breakthrough ideas, relationships that matter, effortless cooperation, synchronized market timing, and more. Get Lucky shows businesses how to succeed by fostering the conditions for serendipity to occur early and often.

  • Distills planned serendipity into eight key elements: preparedness, motion, activation, attraction, connection, commitment, porosity, and divergence
  • Features stories of serendipity in action at well-known companies including Avon, Target, Steelcase, Google, Facebook, Walmart, and more
  • Written by serial entrepreneurs and cofounders of Get Satisfaction, a breakout platform for online customer service communities with over 100,000 clients

Planned serendipity is not an abstract, magical notion, but a practical skill. Get Lucky is the indispensable resource for anyone who wants to learn this skill and to make serendipity work for them.

Product Details
  • Amazon Sales Rank: #7685 in Books
  • Published on: 2012-04-17
  • Original language: English
  • Number of items: 1
  • Binding: Hardcover
  • 288 pages
Editorial Reviews

Amazon.com Review

Q & A with Thor Muller and Lane Becker, authors of Get Lucky

Why should we not dismiss luck as a mere superstition?
Luck is a fundamental part of how the world works!

Open any history book and you'll find stories of curious people looking for one thing and finding another. Whether it's Columbus running into the New World or Tim Berners-Lee setting out to create a document sharing system for physicists and inadvertently inventing the World Wide Web, the world we live in was built on top of serendipitous occurrences.

Accidents happen--there's nothing mystical about them. But it's our practical ability to cultivate and take advantage of the best accidents that transforms these from forgettable moments into incredible opportunities. This is the essence of planned serendipity, the kind of luck you make for yourself.

What is "planned serendipity"? Why is it important to learn these skills now?
"Planned serendipity" is the best way to succeed in our fast-changing world, where so much of what we need is out of our control.

Most planning focuses on fostering predictability and reducing risk, but this kind of planning often leads us to focus so intently on what we already know and can predict that we're likely to miss out on all the chance opportunities that appear along the way. Moreover, our ability to make definitive plans is largely an illusion. Too much is unknown at the beginning, and only becomes clear as part of the process.

Admitting that this is the case isn't admitting failure--it's simply acknowledging a fundamental truth about the large, complex, information-saturated world we now live in. It doesn't mean we can't plan successfully; it means we need a new set of tools to help us plan for the seemingly unplannable. "Planned Serendipity" is just this: eight skills that help us open ourselves to all the opportunities that appear along the way.

Who can use your planned serendipity approach? What's an example of a company that is successfully using "planned serendipity"?
Here's a little secret: Every successful person on this planet already employs the skills of planned serendipity. No one succeeds without an assist from the unexpected. Even Sergey Brin, one of the cofounders of Google, when asked about the secret of Google's meteoric rise, replied, "The number one factor that contributed to our success was luck."

Brin didn't give this response in order to dismiss his (significant!) accomplishments. Instead, he was sharing a crucial insight: For something to succeed with the scale and speed that Google did, it required more than any one person can fully take credit for--even someone as clearly talented as Sergey Brin.

What Brin can take credit for is being open to serendipity and being willing to use it to his advantage. He combined a passion for his work, a commitment to his organization's purpose, and a willingness to do whatever it took to find the best way to put them to work in the world--all part of the skills of planned serendipity.

How can I introduce serendipity into my business and life? What is the first step someone should take if they want to start harnessing luck?
Break out of your routine. Routine is the enemy of serendipity. Doing the same thing day in and day out almost guarantees that you won't run into anything new. In order to take advantage of unexpected surprises you have to put yourself in a position to actually encounter the unexpected in the first place.

We call this the skill of "motion"--putting yourself in unfamiliar situations, but within familiar environments, in order to engage with previously unfamiliar people and ideas that are connected to your job, your projects, or your interests.

Visiting with a different department inside your organization, attending a conference in an area related to your job, or even picking a different place to sit for lunch in the cafeteria each day: these are all examples of motion in the workplace. By looking for relevant experiences that are outside of your normal activities you're giving new people, opportunities, and information the chance to find you.

How did you come to write on this topic?
In 2007, we founded Get Satisfaction, a community platform that lets companies participate in an ongoing online conversation with their customers. At Get Satisfaction, we were in the remarkable position of witnessing the practices that power the most innovative companies in the world, including Procter & Gamble, Facebook, and Wal-Mart.

Over the years we began to see unmistakable patterns in the companies that were the most successful. Those companies that were willing to speak openly and honestly with their customers--embracing both the good and the bad that resulted--were also the most nimble, the most effective, and the most likely to gain the huge benefits that arose on a daily basis through chance interactions with their customers.

Working with these companies taught us that "getting lucky" wasn't something that just happened to these businesses--instead, it was the result of a particular mindset, a set of specific behaviors, and a willingness to do the hard work of turning unexpected insight into meaningful action. Several years, some hard work, and a few serendipitous occurrences later, we found ourselves on the path to writing this book!

Guest Review by Tony Hsieh

Tony Hsieh is the New York Times best-selling author of Delivering Happiness and CEO of Zappos.com, Inc.

Serendipity has been part of our not-so-secret sauce at Zappos from the very beginning. We've seen first-hand how breakthroughs are so often due to the spontaneous collisions between people and ideas. The things that end up mattering most are often the things that we can least predict.

Get Lucky explains, through entertaining stories and usable practices, the specific ways that we can create the conditions for serendipity to thrive.

Thor and Lane's central idea, that there are eight learnable skills of "planned serendipity," is as empowering as it is actionable. Get Lucky provides a framework for understanding how serendipity works, and shows how it can be used as a practice in life and business.

Review

"You've heard the old saw, 'Chance favors prepared minds.' Well, Get Lucky is the mind-preparer. This entertaining and practical book makes it clear that luck isn't just for the lucky anymore."
—Dan Heath, co-author, Switch and Made to Stick

"Louis Pasteur and Thomas Jefferson would have endorsed this book. It's a profound explication of an idea they each shared, that luck isn't random, and that you can create the conditions where it flourishes. It's a refreshing reminder that the spark of human creativity leaps into flame when we establish the right conditions."
—Tim O'Reilly, CEO of O'Reilly Media

"We live in a world that is more and more volatile and unpredictable, where 'luck' plays an increasingly central role. By the end of this book, you will never again view planning luck as a contradiction, but rather as an imperative that cannot be ignored. Whether in your personal life or professional life, open yourself up to the profound possibilities of serendipity."
—John Hagel, co-chairman, Center for the Edge; and co-author, The Power of Pull

"Serendipity has been part of our not-so-secret sauce at Zappos from the very beginning. We've seen first-hand how breakthroughs are so often due to the spontaneous collisions between people and ideas. Get Lucky provides a framework for understanding how serendipity works, and shows how it can be used as a practice in life and business."
—Tony Hsieh, CEO, Zappos.com, Inc.; bestselling author, Delivering Happiness

"In a fast-moving world, seemingly random customer comments on sites like Facebook can make your year or sink your ship. Get Lucky prepares you and your organization well to recognize and act on these serendipitous moments. Don't leave your success to chance!"
—Charlene Li, Founder of Altimeter Group; author Groundswell and Open Leadership

"In business, we plan to avert disaster, launch products, and forecast financials, but rarely do we plan to 'get lucky.' Thor and Lane's method of planned serendipity should be part of every innovator's toolkit."
—Beth Comstock, chief marketing officer, GE

"Customers already run your company-and are moving farther out of your control every day. Fortunately, Thor and Lane are here to explain why this is the best possible thing that can happen, and how to make the most of it."
—Doc Searls, co-author, The Cluetrain Manifesto and The Intention Economy

From the Back Cover
Praise For Get Lucky

"You've heard the old saw, 'Chance favors prepared minds.' Well, Get Lucky is the mind-preparer. This entertaining and practical book makes it clear that luck isn't just for the lucky anymore."
Dan Heath, Switch and Made to Stick

"Louis Pasteur and Thomas Jefferson would have endorsed this book. It's a profound explication of an idea they each shared, that luck isn't random,and that you can create the conditions where it flourishes. It's a refreshing reminder that the spark of human creativity leaps into flame when weestablish the right conditions."
Tim O'Reilly, CEO of O'Reilly Media

"By the end of this book, you will never again view planning luck as a contradiction, but rather as an imperative that cannot be ignored. Whether in your personal life or professional life, open yourself up to the profound possibilities of serendipity."
John Hagel, co-chairman, Center for the Edge; and co-author, The Power of Pull

"Serendipity has been part of our not-so-secret sauce at Zappos from the very beginning. Get Lucky provides a framework for understanding how serendipity works, and shows how it can be used as a practice in life and business."
Tony Hsieh, CEO, Zappos.com, Inc.; bestselling author, Delivering Happiness

"In a fast-moving world, seemingly random customer comments on sites like Facebook can make your year or sink your ship. Get Lucky prepares you and your organization well to recognize and act on these serendipitous moments. Don't leave your success to chance!"
Charlene Li, Founder of Altimeter Group; author Groundswell and Open Leadership

Customer Reviews

Most helpful customer reviews

4 of 4 people found the following review helpful.
5The distilled wisdom of entrepreneurs
By Alan F. Sewell
I've been "lucky" in many aspects of life, one of the most rewarding of which has been to work for, as an employee or independent consultant, some wonderfully creative and successful businesses. I've worked for startup companies that have grown from one-person shops to become renowned global enterprises with hundreds of employees. I've worked for self-made business owners who did not let their upbringings in humble circumstances prevent them becoming multimillionaires.

I've seen firsthand many characteristics of successful business people including extraordinary intelligence, mental flexibility that rapidly adapts to changing business conditions, highly specialized knowledge of a particular industrial or commercial niche, a love of their field of endeavor, absolute confidence in themselves and the products and services they provide, a spirit of fairness, positive expectations, a passion for excellence, and the ability to instill these qualities in a team of employees through inspired leadership.

If you break it down to the "nth degree" there are thousands of traits that work together to create a successful business. Maybe that's why there are thousands of business books that explain them. But there's one more aspect of business that doesn't get talked about a lot, and that's "serendipity." Authors Thor Muller and Lane Becker define "serendipity" as:

===========================
The best kind of luck--that creative force known as serendipity--is the luck that we attract to ourselves. To explain how planned serendipity works, we need to start with our own simple definition of serendipity, which we'll use from this point forward: serendipity is chance interacting with creativity.
===========================

Decades ago I heard a self-made millionaire who had risen from very humble circumstances explain it that way. He said, "Eighty percent of our product lines don't sell. Twenty percent make us our profits. We never know beforehand what's going to sell and what isn't. We capitalize on the serendipity of discovering products that appeal to our customers and then concentrating our efforts behind them."

I think he was making the point that he could only manage the inputs and the outputs of the business to a limited degree. This was a fashion business, and fashions are impossible to predict ahead of time. He succeeded because he managed everything that could be managed and then let "serendipity" take him the rest of the way.

This book defines the characteristics that are prerequisite to making "serendipity" happen in your business. Some of them are:

1. Follow your heart's desire. Each person succeeds to the maximum when they pursue their unique skills. Of course not many people pursue their true callings because that involves risk. It is less risky to work a 9 to 5 job for somebody else than to risk going out on your own to follow YOUR unique callings. But no one achieves their full measure of success unless they are willing to do so. That doesn't mean that everybody should strike out on their own business because not everybody has that calling. But those who do must have the courage to follow it.

2. Do it. You only get better by doing something. A batter learns to hit by swinging at thousands of pitches. Taking action fully engages the conscious and subconscious mind to the task. The best people in their respective fields develop conscious thoughts and subconscious instincts that allow them to raise their performance to levels they never dreamed possible. Business owners are like that too. They learn to sell their product by getting out and selling it. They learn how to advertise it by advertising it. They learn how to make it by making it. They learn to trust their own judgment by trusting their own judgment. As their experience grows they learn to make more and more correct decisions and fewer poor ones. Things that started off discombobulated and shaky merge into an integrated finely-tuned whole known as "the business."

3. Push your boundaries. Be open minded and curious. 99% of the world moves in established tracks. The pioneers who move beyond them open up unimagined opportunities. Of course the old saying is that "the pioneers are the ones with arrows in their backs." It's lonely pioneering any new endeavor, but that is how progress is made and great wealth is achieved.

4. Be yourself, not an emulation of somebody else. Each person is unique. Each business is unique. Customers sense that you are "fake" if you try to be knock off of somebody else' business. Make your own business so unique that it stands out.

5. Exceed your customers' expectations. Become so familiar with their requirements that you feel as if you are part of their business and they a part of yours. Listen to them with your undivided attention. Then work your tail off doing what your customers are paying you to do.

6. Persevere. Business people hear prospective customers say "no" when they are making sales calls a hundred times more often than they hear "yes." Successful business people keep knocking on enough doors until some of them open. Once the doors are open the business can grow as customers learn to trust it and rely on it. When a hundred prospects say "no" and the 101st says "yes," that 101st sales call might be called serendipity. But the businessperson had to have the patience to make it through those first 100 rejections. That is the way most things in life work out.

There are others, but these give a good representation of what the book is trying to teach.

This book is excellent for a budding entrepreneur who wants to know how others "did it." It took me decades to absorb these lessons by the "school of hard knocks." I now know how to succeed in the two or three fields of endeavor that I'm uniquely qualified for, but it was a long time getting there. If I had read this book as a young fellow I would have got there sooner. (Actually, I had read of these principles while young, but in a less coordinated and less meaningful way than they are put together here.)

I don't think it is at all an exaggeration to say that the practical wisdom of hundreds of business books have been distilled into this one. Yes, it's REALLY that meaningful. This is one of the very few books that I will keep going back to read and reread most every day.

4 of 4 people found the following review helpful.
5Recommended!
By Ann L. Valentine
Most business books are repackaged versions of the same concepts and most are fairly dry and boring. Get Lucky managed to present some ideas I'd never thought about applying to business. It got me excited to start paying attention to the ways I can increase the chances for serendipity to happen in my business and even my personal projects. I appreciated the way the book was organized and the stories presented were compelling enough to keep me engaged, and even get inspired! A quick, enjoyable, mind-expanding read. Recommended.

4 of 5 people found the following review helpful.
5Inspirational and Motivational
By Yelenart
One of the most relevant books I've read in a long time! Personally looking to get out of a work slump, I found GET LUCKY to do an amazing job of inspiring me, as well as giving me the knowledge and specific examples to motivate me. The book itself is an insightful and entertaining read, full of many treasures along the way. Although written by tech founders, the book is relatable to any line of work or type of individual.

The way our world functions is changing. Keeping within the stifling systems of corporate structure is a recipe for being left behind while those who are beginning to realize that working in a way that makes room for "luck" is how innovation happens. Thor and Lane, the authors of the book, break the book down by different factors that contribute to this way of working. They give detailed stories of various companies and individuals that have taken this route, as well as their own personal journey with the company they founded, "Get Satisfaction." It was interesting to read how easily we have been swept up in a stifling system. Thor and Lane's approach is intuitive, but was sadly lost throughout the past decades. I truly hope that this is the future and more companies begin creating the practices mentioned in the book.

Beyond creating space for innovation, Thor and Lane do a great job at giving examples of what to do once luck is found. This is the part I found to be motivational. Their stories range in scope from a door making company creating a new successful side business from their wood scraps to Pixar creating a workspace that creates more chance encounters.

The lessons here are many, most of which I plan to carry with me as long as my free thinking mind will let me. Definitely a must read for all generations.

http://astore.amazon.com/amazon-book-books-20/detail/1118249755

 
 

A Risk Management Approach To Business Continuity: Aligning Business Continuity With Corporate Governance By Julia Graham, David Kaye

A Risk Management Approach to Business Continuity: Aligning Business Continuity with Corporate Governance

A Risk Management Approach To Business Continuity: Aligning Business Continuity With Corporate Governance By Julia Graham, David Kaye

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Product Description

First Practical Guide to Integrating Risk Management,
Business Continuity Management and Corporate Governance

From Two World-Renowned BCM Pioneers Who Have Served on the British Standards Institution (BSI) Team Creating a British and International Standard for Risk Management


The U.S. Department of Homeland Security (DHS) is currently developing disaster preparedness standards for businesses. DHS is incorporating language from the British Standards Institution (BSI) because it "provides a management systems approach to business continuity and integrates risk management disciplines and processes."

The two authors of this now classic text in the field have been directly involved in developing those BSI standards. Here they bring you a distillation of their worldwide experience in pioneering the integration of the disciplines of risk management and business continuity.

This practical guide is endorsed by:
* * * The Business Continuity Institute
* * * The Institute for Risk Management
* * * Disaster Recovery Institute International

It includes numerous helpful features:

* * * Chapter objectives, summaries and bibliographies; charts, sample forms, checklists throughout

* * * Plentiful case studies, in boxed text, drawn from enterprises around the globe, including the UK, US, Europe, Australia, Asia, etc.

* * * Boxed inserts summarizing key concepts

* * * Glossy of 150 risk management and business continuity terms

* * * Timely topics, including stakeholder management, supplier management, outsourcing, the people factor, technology recovery, and communication, both internally and externally.

* * * Wide range of challenges, including supply chain disruptions, media and brand attack, product contamination and product recall, bomb threats, chemical and biological threats, etc.

* * * Instructions for designing/executing team exercises with role playing to rehearse scenarios

* * * Guidance on how to develop a business continuity plan, including a Business Impact Analysis

* * * Ideal for senior undergraduate, MBA, certificate, corporate training programs; in use at 50+ campuses worldwide

* * * Instructor Materials on CD, including PowerPoint slides and syllabus for 12-week course with lecture outlines/notes, quizzes, reading assignments, discussion topics, projects

* * * Authors with extensive international experience in all aspects of risk management and business continuity, having worked with organizations in a combined total of 50 countries

The authors' message is that risk management has become a strategic tool in managing all risk across an organization, and that BCM forms one more important tool in a much wider and coordinated risk management program. They are now complementary disciplines that must be understood and supported by your organization as a whole, including CEO's, directors, non- executive directors, risk managers, continuity managers, internal and external auditors, investment managers, compliance managers, finance directors, human resource managers, project managers, regulators, corporate trainers and other stakeholders.

After discussing the relationship between risk management and BCM, the authors take the reader through the business continuity management cycle: how to understand the organization and its culture; continuity strategies; how to develop and implement a business continuity response, including developing a Business Impact Analysis; building and embedding a business continuity culture; testing/exercising a plan, along with benchmarking, maintenance and audit.

Product Details

  • Amazon Sales Rank: #270344 in Books
  • Published on: 2006-04-01
  • Original language: English
  • Number of items: 1
  • Dimensions: .85" h x 11.02" w x 8.27" l, 2.05 pounds
  • Binding: Paperback
  • 390 pages
Editorial Reviews
 
Reviews

Business continuity is a vital area of modern risk and resilience management for any organisation. This book provides an ideal introduction
to the subject for both the practitioner and for leaders and managers in general. It is also the core text for the Institute of Risk Management's (IRM) own business continuity qualification.
-- Steve Fowler, Chief Executive Officer, The Institute of Risk Management

This book... provides clear guidance, supported with a wide range of memorable and highly relevant case studies for any risk manager or business continuity manager to successfully meet the challenges of today and the future.
-- Steven Mellish, Chairman, The Business Continuity Institute

At last, a book that integrates Business Continuity and Risk Management.
-- Lorraine Lane, Chief Executive Officer, Survive - The Business Continuity Group

Business Continuity Management is coming of age to respond to the new needs of its own stakeholder, the organization for which it carries the responsibility. It is indivisible from risk management and is an increasingly important tool of risk management. The Continuity Industry leaders are now looking well beyond technology and other infrastructure replacement, and see a crucial value for themselves at the very top of level of their organization's strategy setting. They set out to understand the importance of these dependencies, measure the risk and impact in its very widest sense, and then ensure resilience and an ability to respond and recover to a level that the whole range of stakeholders are entitled to expect.

This book is a must read for those senior managers, risk managers and continuity managers who have the vision to see both the new opportunities and the new responsibilities of business continuity management.
-- George J. Mitchell, Chairman, DLA Piper Rudnick Gray Cary
Former Senate Majority Leader and U.S. Senator for Maine


Organizations of all types are placing greater emphasis than ever before on planning to ensure business continuity. At the same time, the need for knowledgeable professionals to create and maintain these plans is growing, as is the need for good textbooks to guide them. A Risk Management Approach to Business Continuity: Aligning Business Continuity with Corporate Governance is a helpful start.

Authors Julia Graham and David Kaye and editor Philip Jan Rothstein are all seasoned specialists and the text is a solid guide to the basic components of creating business continuity plans of all types.

Among the book's strengths is its demonstration that planning about business continuity is starting to evolve from its roots in IT backup, and that risk management no longer means simply buying an insurance policy. There is also an emphasis on the importance of involving senior organizational leadership in the planning and the need to identify all stakeholders at some point in the process.

Helpfully, there are a number of useful suggestions for doing this. Some sections provide considerable information, and there are a number of useful outlines. One provides suggested section headers for a continuity plan.

This book is a very good beginner's reference guide for any manager new to the business continuity game. Experienced planners will find it a helpful refresher.
-- Security Management Magazine

Reviews 2

The topic of Business Continuity Management is growing dramatically in importance
to corporate executives, as the nature and seriousness of the threats to the business sector continue to be revealed. This book is both a clear and insightful presentation of the concepts of Business Continuity Management that should become a part of every executive's bookshelf.
-- John Copenhaver, Chairman, The Disaster Recovery Institute International

One of today's priorities for any business organization - whatever its size, sector or location - is that it continues successfully. Yet there is an increasing array of potential threats - both internal and external - to staying in business, ranging from IT failure and human resource issues to terrorism and climate change. Meanwhile, a growing number of interested stakeholders exist with an enhanced awareness of business management and performance.

Therefore Business Continuity Management (BCM) is attracting greater recognition as a vital tool that should be understood by the organisation as a whole. Protection of brand value, loss of reputation, product liability, existing and upcoming regulation and legislation, corporate governance and professional indemnity, are examples of commercial survival issues covered by BCM and addressed in this excellent book. Filled with case studies and illustrations, the authors provide a comprehensive approach that:

* * * sets the scene for BCM;
* * * demonstrates its value;
* * * assesses risks and opportunities;
* * * examines practical tools as part of risk management and corporate governance; and,
* * * gives clear direction that moves the reader on from theory to practice.

This is a thorough work that is a must for all organisations. A Risk Management Approach to Business Continuity enables the reader to grasp the key issues in an accessible manner. It uniquely integrates the concerns of risk management and corporate governance in a practical manner that develops the interest of the reader so that it can - and should - attract the attention of the management of the organisation as a whole.
-- Women in Law Newsletter

"Clear guidance, with wide range of memorable, highly relevant case studies for any risk manager or business continuity manager.Ă‚" --Steven Mellish, Chairman, The Business Continuity Institute

From the Inside Flap
"The escalating pace of change, a rising tide of technological innovation, almost instantaneous transmission of breaking news and the globalization of crime and terrorism, all combine to provide a heady cocktail of challenge for today's organization. "Clear to all business watchers are the dramatic ways that businesses have responded to these challenges and reorganized themselves, as they have taken up the opportunities available. These include new uses for technology, faster and direct to customer communications, increasingly open foreign market opportunities, outsourcing and offshoring, harnessing the power of the brand, sophisticated supply chain management, just-in-time delivery cycles, the ability to mine huge databases in milliseconds, and new relationships with the workforce. "These elements of the modern business may offer great flexibility and a magnificent ability to relate precisely to the needs of individual customers and other stakeholders. They have, however, also given rise to critical dependencies and single points of potential catastrophic risk and failure. Organizations can upsize and respond to new selling opportunities very quickly indeed. If an organization is fighting though a crisis, its competitors will most likely be well positioned to seize any opportunities created by the distraction and diversion of attention that recovery can demand. Interestingly therefore, the risk of sudden destruction of today's modern organization, however huge, diverse, financially strong and multinational, is more likely than businesses using the models seen in the 1990s and before. "The most critical failure points are not financial. Company boards have long established financial risk measuring mechanisms but the response to these new exposures and the growing influence of regulators are driving boards increasingly to consider non-financial risk. This is tougher to quantify, harder to grasp and consequently can give rise to boards feeling less comfortable and in control and consequently, less confident. "Business Continuity Management is coming of age to respond to the new needs of its own stakeholder, the organization for which it carries the responsibility. It is indivisible from risk management and is an increasingly important tool of risk management. The Continuity Industry leaders are now looking well beyond technology and other infrastructure replacement, and see a crucial value for themselves at the very top of level of their organization's strategy setting. They set out to understand the importance of these dependencies, measure the risk and impact in its very widest sense, and then ensure resilience and an ability to respond and recover to a level that the whole range of stakeholders are entitled to expect. "This book is a must read for those senior managers, risk managers and continuity managers who have the vision to see both the new opportunities and the new responsibilities of business continuity management." George J. Mitchell, Chairman DLA Piper Rudnick Gray Cary Former Senate Majority Leader and U.S. Senator for Maine Senator Mitchell successfully chaired the peace negotiations in Northern Ireland.

From the Back Cover
"At last, a book for those involved in risk and business continuity management that proves beyond doubt why the traditional 'silo approach' to risk management and business continuity management must be removed and replaced with a modern day 'joined up' approach to protecting a business and the interests of its stakeholders.

"Today's business world faces an increasing assortment of risks and threats that can have devastating effects. However we should not lose sight of those day-to-day incidents that can ultimately result in 'death by a thousand cuts.'

"This book, written by authors with acclaimed knowledge, experience and wisdom within both risk management and business continuity management, provides clear guidance supported with a wide range of memorable and highly relevant case studies for any risk manager or business continuity manager to successfully meet the challenges of today and the future."

Steve Mellish, FBCI, Chairman The Business Continuity Institute

Customer Reviews

Most helpful customer reviews

2 of 2 people found the following review helpful.
5A great book to understand the BCM in light of Risk Management
By Konstantin Smirnov
I have chosen this book from the list of Business Continuity Institute recommended literature. I cannot say it was a well-informed choice. However I did not regret it even a single bit. One thing that instantly attracted me was the link between Business Continuity and Risk Management in its heading.

The book was true to its heading.

Pros:
- The book is very well-structured
- The book is comprehensive (and beware... 400-pages long!)
- The book is full of real-world examples, case studies, and templates
- It is not only useful for those on BC side, but to th elesser mortals on IT service continuity side (like me)
- There is comprehensive glossary at the end

Cons:
- The language is at times somewhat difficult to read (bear in mind, I am non-native speaker)
- Few "broken links" and minor inconsistencies - i.e. chapter A references chapter B, while it should be C
- The book might have a bit more illustrations
- No headings (except chapters) numbering
Despite its minor "bugs", the book is worth every penny spent to buy and every minute spent reading it. My suggestion - while reading this book, have a pencil and stick-on bookmarks ready. You will be coming back to it!
I refer to this book in my day-to-day work, and find it becoming my good friend in guiding me through the maze of Business Continuity best practices. Many thanks to Julia Graham and David Kaye.

4 of 6 people found the following review helpful.
5from the author
By David Kaye
The circumstances that lead Julia and I to write this book are interesting and help to explain what it is, and why it is quite different from other books. The Institute of Risk Management, who are the International Institute for vocational risk management education, asked me to be their lead examiner on business continuity. The first task was to set out to find a textbook that takes the organisation wide and holistic risk view on business resilience. I needed to find one that had the vision to see that business continuity as something that includes, but is now so very much more than, the fast replacement of technology and workstations.

I do believe that this is so important, not least because the science of business continuity must keep pace with change amongst our own `stakeholders', i.e. the organisations that employ us and also their own stakeholders. If we do not evolve and take our rightful place in the strategic thinking of the organisation, we will increasingly be sidelined from the crucial and the real resilience debates; and others will be asked to manage stakeholder expectations.

The modern day organisational structure has so many more single points of risk that potentially offer complete destruction than the business models of the 1990s. The supply and the delivery chains are outsourced, the intellectual assets are much more critical and diverse and are, even in themselves, outsourced. The workforce is managed by third parties, and the double-barrelled risks of brand and speed are the real dependencies at the heart of the modern-day organisational promise. It is no coincidence that the board, the risk manager, investor, regulator, auditor, as well as the business continuity manager, increasingly sees resilience an ever more important concern amongst their worry beads.

In spite of asking many friends and fellow professionals to search out a book for me that captures that wide-business resilience , and thus bring together as a team the various managers concerned with risk, we failed to find even one.

The upshot was that Julia and I set out to write one. This was not only to provide the Institute with their needed textbook but because we feel strongly that the business continuity industry does need to move on into the 21st century. We hope that the book will encourage that process and encourage co-operation between erstwhile silos of risk management that, in isolation can be so dangerous to today's organisations.

We have written the book therefore with a view, not only to aid students to develop their understanding, but also as a good read for everybody who has a responsibility to ensure that their function, public service or profit making, can continue to deliver on its promises.

David Kaye

FCII FRSA FBCI MIRM

http://astore.amazon.com/amazon-book-books-20/detail/1931332363

 
 

Influence: Science And Practice (5th Edition) By Robert B. Cialdini

Influence: Science and Practice (5th Edition)

Influence: Science And Practice (5th Edition) By Robert B. Cialdini

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Influence: Science and Practice is an examination of the psychology of compliance (i.e. uncovering which factors cause a person to say "yes" to another's request).

 

Written in a narrative style combined with scholarly research, Cialdini combines evidence from experimental work with the techniques and strategies he gathered while working as a salesperson, fundraiser, advertiser, and in other positions inside organizations that commonly use compliance tactics to get us to say "yes." Widely used in classes, as well as sold to people operating successfully in the business world, the eagerly awaited revision of Influence reminds the reader of the power of persuasion.

 

Cialdini organizes compliance techniques into six categories based on psychological principles that direct human behavior: reciprocation, consistency, social proof, liking, authority, and scarcity.


Product Details
  • Amazon Sales Rank: #1428 in Books
  • Published on: 2008-08-08
  • Original language: English
  • Number of items: 1
  • Dimensions: .56" h x 6.08" w x 8.98" l, .81 pounds
  • Binding: Paperback
  • 272 pages
Editorial Reviews

Review
Here's what people are saying about the material in INFLUENCE: Science and Practice:

"This marvelous book explains in clear, practical language the ways in which we become persuaded. It offers excellent insights for those who sell, but even more importantly for all of us who negotiate and buy." –ROGER FISHER, Director, Harvard Negotiation Project, Co-author of "Getting to Yes."

"For marketers, it is among the most important books written in the last 10 years." –JOURNAL OF MARKETING RESEARCH

"The best sales tip I ever got was encouragement to read INFLUENCE by Dr. Robert Cialdini. It was so profound and insightful, I read it three times in a row." –GREG RENKER, President, Guthy-Renker

"It would be marvelous reading for students taking Social Psychology." –DAVID MYERS, Hope College

"The book is tremendously entertaining and very popular with students. It makes excellent reading for a Consumer Behavior or Advertising class." –ALAN J. RESNIK, Portland State University

"INFLUENCE should be required reading for all business majors." –JOURNAL OF RETAILING

From the Back Cover

Over 1.5 million copies sold!

What factors cause someone to say yes? And which techniques most effectively use these factors to bring about such compliance? In his bestselling book, Robert Cialdini, former salesperson, fundraiser, and advertiser, and current professor of social psychology, examines the science and practice of persuasion and compliance. Praised for its enjoyable writing, practical suggestions, and scientifically documented content, prior editions have been widely read by business professionals, fundraisers, and those interested in psychology. The new edition includes:

•  twice as many first hand accounts of how the book's principles apply to business and personal lives;

•  updated coverage of popular culture and new technology; and

•  more on how compliance principles work in many cultures.

 

Here's what people are saying about INFLUENCE: Science and Practice:

"This marvelous book explains in clear, practical language the ways in which we become persuaded. It offers excellent insights for those who sell, but even more importantly for all of us who negotiate and buy."

–ROGER FISHER, Director, Harvard Negotiation Project, Co-author, Getting to Yes

 

"Bob Cialdini is the most brilliant student of influence and negotiation I've encountered. If everything were on the line in a negotiation, I can't think of anyone I'd rather have advising me."

–TOM PETERS, The Tom Peters Group

 

"This book is the de facto standard to learn the psychology of persuasion. If you don't read it, I hope you enjoy pounding your head against the wall and throwing away marketing dollars."

–GUY KAWASAKI, CEO, Garage.com

 

"His book should be in every sales and marketing person's briefcase and reread frequently."

–R. CRIAG WILSON, Sr. Vice President, Sales Manager, Northern Trust

 

Robert B. Cialdini is a well known and influential speaker who gives frequent speeches on The Power of Ethical Influence to such organizations as IBM, the Mayo Clinic, and NATO. He is currently Regents' Professor of Psychology at Arizona State University, where he has also been named Graduate Distinguished Research Professor. He is past president of the Society of Personality and Social Psychology. He attributes his longstanding interest in the intricacies of social influence to the fact that he was raised in an entirely Italian family, in a predominantly Polish neighborhood, in a historically German city (Milwaukee), in an otherwise rural state.


About the Author

Robert B. Cialdini is Regents' Professor of Psychology and Marketing at Arizona State University, where he has also been named W. P. Carey Distinguished Professor of Marketing.  He has taught at Stanford University and Harvard's Kennedy School of Government.  He has been elected president of the Society of Personality and Social Psychology.  He is the recipient of the Distinguished Scientific Achievement Award of the Society for Consumer Psychology, the Donald T. Campbell Award for Distinguished Contributions to Social Psychology, and the (inaugural) Peitho Award for Distinguished Contributions to the Science of Social Influence. 

            Dr. Cialdini attributes his interest in social influences to the fact that he was raised in an entirely Italian family, in a predominantly Polish neighborhood, in a historically German city (Milwaukee), in an otherwise rural state.


Customer Reviews

Most helpful customer reviews

48 of 49 people found the following review helpful.
5Great book with ideas that anyone can benefit from.
By Kevin
This was a great book. I come from a technical background, and as most people know engineers are horrible at influencing others. But this book taught me a lot of simple ideas that are applicable in helping to motivate others to my point of view and also how to recognize when others are using these techniques and how to defend against them.

The book has 6 different concepts and it goes into the psychology of each (at a high level), some examples of it, and a few testimonials from readers. It was a quick read and held my attention throughout.

As a side note, in case you are comparing editions. The "Influence Science and Practice" seems to be the most recent version. The "Influence psychology of persuasion" book looks like the same book with an earlier copyright. Skimming through the chapters of both they look like the exact same text, so you probably don't need both.

30 of 30 people found the following review helpful.
5Incredibly Influential, Powerful, and Useful!
By Fr. Charles Erlandson
"Influence" by Robert Cialdini is one of the most wonderful and influential books I've ever read! Other books have been written on the topic, but Cialdini's is the best and most influential of them all.

"Influence" deals with the study of persuasion, compliance, and change - a subject that has application for every area of life. Cialdini presents the latest research on influence in a compelling way, clearly stating the 6 principles of influence and providing wonderful illustrations of each principle from advertising, psychology and other fields. If we understood these 6 principles better, we would be less subject to manipulation from others (for example, the manipulation to buy things we don't need or to buy more than we need). We might, in turn, also be able to understand how to influence others for good.

The 6 principles of influence are:

1. The Rule of Reciprocation: "We should try to repay in kind what another person has provided us."

2. Commitment and Consistency: "Once we make a choice or take a stand, we will encounter personal and interpersonal pressures to behave consistently with that commitment."

3. Social Proof: "We determine what is correct by finding out what other people think is correct."

4. Liking: "We most prefer to say yes to the requests of people we know and like."

5. Authority - we have a deep-seated sense of duty to authority

6. Scarcity - something is more valuable when it is less available

I find that in my own life, these 6 principles are remarkably powerful and have the ability to explain a lot of the behavior I observe as a father, teacher, and priest. We would all benefit from memorizing and mastering these six principles. They are simple but extremely powerful. My daughter read this book when she was 14 or 15, and I had to wrestle with her to get it back because she loved it so much! I only hope she doesn't begin using the principles against me!

One of the best parts of the book is the wonderful examples of each principle that Cialdini provides. An experiment to demonstrate the principle of authority, conducted by Stanley Milgram, is the classic example. In this experiment, two volunteers show up to help with an experiment, purportedly to test the effect of punishment on learning and memory. A researcher in a lab coat with a clipboard explains the experiment to the volunteers and that one is to take the role of the Teacher, who will administer increasingly higher levels of electric shock to the other volunteer, the Learner. Every time the Learner got a question incorrect, the Teacher was to administer a higher level of shock. However, the real experiment was to test how willing the Teacher was to administer pain to the innocent Learner, who was not really another volunteer but an actor pretending to be in increasing stages of pain. The results shocked everyone, for Milgram discovered that about two-thirds of the subjects were willing to administer the highest level of electric shock. The reason? Their deep-seated duty to authority.

Influence is filled with many such fascinating and useful examples of how our lives are influenced by others. I highly recommend the book to all readers, for influence is something common to us all, for good or for evil.

18 of 20 people found the following review helpful.
5Each edition sells
By Tony DeFrancisco
Isn't it amazing how each new edition of this great book sells even better than the previous one? And it does so for for one reason, the information works.

"Influence" by Robert Cialdini teaches us the basics of how people are influenced. It breaks influence into six key factors:
1. Reciprocation
2. Consistency and Commitment
3. Social Proof
4. Authority
5. Liking (the person who is trying to influence us)
6. Scarcity

Each of the above points is detailed in a chapter. Academic studies and examples are given in a very engaging fashion. Some of the studies are for the birds. For example, mother turkeys, who are known to be caring parents (as far as birds go), tend to respond only to the "cheep-cheep" sound of their chicks.

Hearing the cheep-cheep, the mother turkey coddles and cares for the young turkey chick. It is a short-cut response that nature has given turkeys to know how to behave. It tends to work well in nature. But, tricky scientists recorded the cheep-cheep sound and placed the recording into a stuffed Polecat, the natural enemy of the turkey, and found that the mother turkeys adopted the stuffed polecat. Coddled it and cared for it.

That was quite amazing, as the usual response of a mother turkey to a stuffed Polecat without the cheep-cheep recording is an outright assault on the Polecat. This reflexive behavior tends to work most of the time, but sometimes is inappropriate. The mother turkey is responding in what Cialdini refers to as a "click, whir" method. Once some reactor sets off a signal (click), the mother turkey plays its own internal tape (whir) which signifies the appropriate response.

Only, sometimes, the response is not appropriate. And, some predators have learned the mimic strategy to trick their prey. Now, this may be useful if your goal is to be adopted by a turkey (or maybe its something that could protect you from a wild turkey attack!), you say, but how does this apply to me?

The answer is that people themselves have "click, whir" behavior. Because people wish to avoid the work of making decisions, they have internal tapes they run which tell them how to respond under various conditions. Most of the time our internal tapes are appropriate. But, sometimes, they are not. And some human predators have learned to exploit our "click, whir" behavior. Often, these predators come in the form of salespeople.

Cialdini discusses how to say "No" to each of these six influence factors by being aware of how influence works and reading your internal gut feeling.

This book is excellent reading for anyone who wants to learn how to influence others. Job hunters, managers, and marketers will benefit from reading this book. Although I do not suggest you try to use this knowledge in a devious way, knowing how to approach asking for a request is useful. Investors can benefit also.

For example, "social proof" states that we often look to others to determine what is correct behavior in a situation. We most look to others to deem what is correct in times of uncertainty. This can lead to "pluralistic ignorance." Everyone is assuming that the other guy knows what he is doing and we follow. Manias and gross overvaluation of publicly-traded stocks come to mind. And, this is why publishers of bestselling books are quick to point out "Over 1 million copies sold!" on their book covers. One million readers can't be wrong, can they?

In an attempt to avoid the hard work of thinking, we follow the herd off the cliff, blindly assuming where everyone else is going must be safe. As stated in "Influence" 95% of people are followers and only 5% of people are leaders.

Often, we are most likely to follow "experts." This is the authority factor above. We tend to believe and follow anyone who we assume is an expert. However, following experts can also lead to problems.

"Influence" points out that about 10% of medication administered by hospitals may be in error. This is a serious problem and can obviously lead to death.

Why is it that hospitals have such a problem with errors in medication? Despite the training and knowledge of R.N.'s, they tend to unquestioningly follow the instructions of the doctors. Even if the instructions don't make sense.

Cialdini tells the story of a man who complained of an earache. He had an ear infection and the doctor prescribed eardrops for him. On the prescription, the doctor wrote, "Place drops in R ear." As the doctor was in a hurry, he abbreviated "Right" with R.

Sure enough, the trained nurse obediently followed the instructions and placed the required number of drops in the patient's anus. Neither the patient nor the nurse questioned the instructions, as they came from an authority.

Cialdini's website InfluenceAtWork.com also has great information. I couldn't stop reading. I learned that the brain waves of most people engaged in difficult thinking mirrors the brain activity of having your hand thrust in ice-cold water.

Even if you never feel the need to be adopted by a mother turkey, maybe Cialdini's "Influence" will keep eardrops out of your anus, help keep you from buying things you later regret, and help you understand how influence works. I highly recommend this book.

http://astore.amazon.com/amazon-book-books-20/detail/0205609996

 
 

The Wide Lens: A New Strategy For Innovation By Ron Adner

The Wide Lens: A New Strategy for Innovation

The Wide Lens: A New Strategy For Innovation By Ron Adner

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How can great companies do everything right - identify real customer needs, deliver excellent innovations, beat their competitors to market - and still fail?

The sad truth is that many companies fail because they focus too intensely on their own innovations, and then neglect the innovation ecosystems on which their success depends. In our increasingly interdependent world, winning requires more than just delivering on your own promises. It means ensuring that a host of partners -some visible, some hidden- deliver on their promises, too.

In The Wide Lens, innovation expert Ron Adner draws on over a decade of research and field testing to take you on far ranging journeys from Kenya to California, from transport to telecommunications, to reveal the hidden structure of success in a world of interdependence.

A riveting study that offers a new perspective on triumphs like Amazon's e-book strategy and Apple's path to market dominance; monumental failures like Michelin with run-flat tires and Pfizer with inhalable insulin; and still unresolved issues like electric cars and electronic health records, The Wide Lens offers a powerful new set of frameworks and tools that will multiply your odds of innovation success.

The Wide Lens will change the way you see, the way you think - and the way you win.

Product Details
  • Amazon Sales Rank: #15317 in Books
  • Published on: 2012-03-01
  • Released on: 2012-03-01
  • Original language: English
  • Number of items: 1
  • Dimensions: .0" h x .0" w x .0" l, 1.00 pounds
  • Binding: Hardcover
  • 288 pages
Editorial Reviews

Review

"Ron Adner is a breakthrough thinker. He zooms out to see more clearly how -- and why -- some innovations take hold, and others do not. Adner''s core insight is profound, that an innovation''s success depends on its place in an entire ecosystem, and his concepts can help people turn inspired creativity into practical impact and market success. A significant contribution."
(-Jim Collins, author of Good to Great co-author of Great by Choice )

"This is a path-breaking perspective on innovation. Adner''s tools guide you to ask the right questions to protect you from making mistakes that condemn so many innovations to failure."
(-Clayton M. Christensen, Kim B. Clark Professor, Harvard Business School, autho )

"The Wide Lens will change the way you think about innovation. Adner shows why and how you must adapt your approach to innovation in today''s interdependent world. This is highly useful reading for anyone whose success depends on collaboration."
(-John Donahoe, President and CEO, eBay, former CEO, Bain & Company )

"The Wide Lens is an important new book on innovation. Ron correctly identifies the important challenge of recognizing market ecosystem and competitive strategies. His framework for innovation is contemporary, teachable and practical. Growth is today''s big challenge. The Wide Lens will help big and small companies grow faster."
(-Jeffrey R. Immelt, Chairman and CEO, General Electric Corporation )

"Engaging, insightful, and immensely practical. Success in today''s economy requires mastery of your innovation ecosystems, and The Wide Lens is the definitive guidebook to this new landscape. Adner''s innovative tools and insights will make your strategy more robust and your organization more effective."
(-Kevin Sharer, Chairman and CEO, Amgen )

"''What is the big picture?'' This is a question that haunts every business strategist --- reflecting the fear that our analysis of the landscape has missed the larger threats or opportunities in front of us. Based on years of research and teaching, The Wide Lens gives a brilliant answer. Ron Adner describes the landscape of innovation in the most complete terms ever achieved. The arrival of this book is a major event for leaders everywhere."
(-Adam Brandenburger, J.P. Valles Professor, NYU Stern School of Business, co-au )

"As Ron Adner makes crystal clear, when it comes to proliferating a successful innovation, "it takes a village!" And if you do not think about the needs of your co-innovators, or the chain of adopters that helps it get all the way into the hands of your end users, you are likely to find yourself stranded on the wrong side of a chasm, looking longingly at the customers that could have been yours."
(-Geoffrey Moore, author of Crossing the Chasm, and Escape Velocity )

About the Author

Ron Adner has spent the last decade studying the root cause of innovation success and failure. An award winning professor of strategy at the Tuck School of Business at Dartmouth College, and previously at INSEAD, he is a speaker and consultant to companies around the world. His writing has appeared in The Wall Street Journal, the Financial Times, Forbes, and the Harvard Business Review.

Customer Reviews

Most helpful customer reviews

11 of 11 people found the following review helpful.
5The Wide Lens - A Must Read
By Vijay Govindarajan
Ron Adner's The Wide Lens is a welcome addition to the important topic of innovation. Everyone agrees that in a fast changing world, innovation is the key. Yet, most companies struggle to innovate. Why? One reason is that they tend to focus on their own innovations but fail to leverage innovations outside the company's four walls. Competition for the future depends upon collaboration among an eco-system. Ron Adner shows how to do it. This is a must read.

11 of 12 people found the following review helpful.
5An Essential Look at 21st Century Business
By VTReader
I was fortunate enough to take Ron Adner's class at Tuck as a student and it was far and away the best class I took. To this day I still apply his teachings on a daily basis working in the startup world.

Adner challenged students to think beyond the standard strategy frameworks and view success or failure with a "wide lens." It was an eye-opening experience. Once you get used to this way of viewing the world, it's impossible not to see innovation ecosystems cropping up everywhere. And it frequently leads to counterintuitive conclusions!

In this book Adner highlights the best of his teachings and punctuates each concept with vivid case studies of Apple, Michelin, Nokia, Pfizer, and more.

As an MBA student I was required to read many, many books on strategy and innovation. I could have saved a lot of time by just reading The Wide Lens and skipping the rest. If only it had been available back then!

11 of 12 people found the following review helpful.
5Game-changing strategic frameworks
By Ken Fraser
The strategic frameworks developed in the Wide Lens have changed how I think about the world. I have little doubt that this ecosystem perspective will pervade managerial thinking and business school training for future generations of leaders throughout the world. For now, these ideas offer a distinctive, practical and ground-breaking view on innovation strategy. This work is at the forefront of business thought and Ron Adner is on a climb that will see him join the highest echelon of business strategists, alongside FW Taylor and Michael Porter. This book is a must read for any serious or aspiring executive.

http://astore.amazon.com/amazon-book-books-20/detail/1591844606

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