Synopsis Of Pattern Breakers Why Some Startups Change The Future
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Pattern Breakers
A radical set of new ideas for how entrepreneurs, investors, and corporate leaders can use the pattern-breaking mindset to dominate the future The breakthrough concepts of Pattern Breakers come from the observations of Mike Maples Jr., a seasoned venture capitalist, who noticed something strange. Start-ups like Twitter, Twitch, and Lyft had achieved extraordinary success despite their disregard for “best practices.” In contrast, other startups deemed highly promising often failed, even when they seemed to do everything right. Seeking answers, Maples and coauthor Peter Ziebelman set out to discover the hidden forces that drive extraordinary start-up success. Pattern-breaking success, they reveal, demands a different mindset and actions to harness developments others miss or that may, at first, seem crazy. Pattern Breakers is filled with firsthand storytelling about initial interactions with some of the most transformative start-ups of recent times. Maples and Ziebelman vividly illustrate an unexpected world where chaos is welcome, naysayers are a positive signal, movements galvanize believers—but one that ultimately change the future. They challenge us to rethink how to transcend the ordinary and achieve the extraordinary.
Creative Construction
This myth-busting book shows large companies can construct a strategy, system, and culture of innovation that creates sustained growth. Every company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Gary Pisano's remarkable research conducted over three decades, and his extraordinary on-the ground experience with big companies and fast-growing ones that have moved beyond the start-up stage, provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation. He begins with the simply reality that bigger companies are, well, different. Demanding that they "be like Uber" is no more realistic than commanding your dog to speak French. Bigger companies are complex. They need to sustain revenue streams from existing businesses, and deal with Wall Street's demands. These organizations require a different set of management practices and approaches -- a discipline focused on the strategies, systems and culture for taking their companies to the next level. Big can be beautiful, but it requires creative construction by leaders to avoid the creative destruction that is all-too-often the fate of too many.
Play Bigger
In today's world, it's no longer enough to create great new products; rather companies now must create whole new categories that destroy old ones. Uber created a new personal transportation category and destroyed taxis and limos. Salesforce.com created a new category of cloud-base sales automation, dethroning the old CRM industry. Airbnb, Workday, Tesla and Netflix are all winning by creating entirely new business categories that destabilise old ones. The category is the new strategy. The conclusion: If you want to build a legendary company, you need to design and build a legendary category at the same time, and dominate it over time. Your company needs to be a Category King. And if you don't design a Category King, you're creating a failure. Drawing on examples from within and beyond our own practice, PLAY BIGGER shows both entrepreneurs and established enterprises how to define, develop and rule a category over time.