By Youngme Moon
Why attempting to be the easiest ... competing like loopy ... makes you mediocre
Every few years a book--through a mixture of the author's distinctive voice, storytelling skill, wit, and insight--simply breaks the mildew. invoice Bryson's A stroll in the Woods is one instance. Richard Feynman's "Surely You're Joking, Mr. Feynman!" is another.
Now comes Youngme Moon's Different, a book for "people who don't learn enterprise books." truly, it's extra like a private dialog with a pal who has idea deeply approximately how the realm works ... and who will get you to work out that global in a very new mild.
If there's one pressure of traditional knowledge pervading each corporation in each undefined, it's absolutely the significance of "competing like crazy." Youngme Moon's message is just "Get off this treadmill that's taking you nowhere. Going tit for tat and including positive factors, augmentations, and gimmicks to overcome the contest has the perverse results of making you're keen on each person else." Different presents a hugely unique standpoint on what it capacity to supply whatever that's meaningfully different--different in a way that's either basic and finished.
Youngme Moon identifies the outliers, the mavericks, the iconoclasts--the avid gamers who've thoughtfully rejected orthodoxy in want of an method that's extra adventurous. a few are even "hostile," virtually bold you to shop for what they're promoting. The MINI Cooper was once introduced with fearless abandon: "Worried that this vehicle is just too small? glance right here. It's even smaller than you think."
These are avid gamers that strike a real chord with even the main jaded shoppers. in truth, virtually each good fortune tale of the previous twenty years has been an exception to the guideline. easily visit your machine and evaluate AOL and Yahoo! with Google. the previous pile on characteristic upon function to their domestic pages, whereas Google is like an austere boutique, dominating a class choked with "extras."
Different indicates the way to achieve a global the place conformity reigns...but exceptions rule.
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Extra resources for Different: Escaping the Competitive Herd
Sample text
If he wants others to see him as a true global partner, he needs to take more responsibility and initiative and step out of an outsourcing mindset himself. How can Jas instead get a virtuous cycle going by altering his approach? Jas also needs to cultivate a particular skill of distilling and communicating key messages. They want to know the main points and to have the option to drill down for further detail as needed; likewise, they expect their peers to be able to both synthesize and probe.
Consider what you personally can do to enable the transition from an outsourcing approach to a global talent approach. For each project try to match the objectives with the right global talent, with as few intermediaries as possible. Identify and address your own skill gaps and/or blind spots. As a fast-growth-market leader: Executive presence Micro versus macro Agile leadership As a mature-market leader: Recruiting Performance management Succession planning Reach out to cultivate future leaders in your own country or in another global location who are not in the “like-me” category.
Martin Dewhurst, Jonathan Harris, and Suzanne Heywood, “The Global Company's Challenge,” McKinsey Quarterly, June 2012. “15th Annual Global CEO Survey 2012: Delivering Results, Growth and Value in a Volatile World,” PricewaterhouseCoopers, 2012. Kedia, “US Business Needs for Employees with International Expertise” (paper presented at the Conference on Global Challenges and US Higher Education at Duke University, Durham, North Carolina, January 23– 25, 2003), cited in Pankaj Ghemawat, “Developing Global Leaders: Companies Must Cultivate Leaders for Global Markets,” McKinsey Quarterly, June 2012.