Pivot to the Future: Discovering Value and Creating Growth in a Disrupted World, Omar Abbosh,Paul Nunes,Larry Downes
VVip Premium Pivot to the Future: Discovering Value and Creating Growth in a Disrupted World, Omar Abbosh,Paul Nunes,Larry DownesPivot to the Future: Discovering Value and Creating Growth in a Disrupted World, Omar Abbosh,Paul Nunes,Larry Downes
Review "Omar and the team at Accenture have written a wonderful book that outlines what it takes to succeed in a world changed-and super-charged-by technology-based disruption."―Satya Nadella, CEO, Microsoft"For any of us that are trying to build long-standing, sustainable businesses-which is hard-the most important thing is to listen carefully to what your customers want from you and then move quickly to innovate to improve the customer experience. Omar and his colleagues provide practical information and real-world examples that will be useful to companies looking to embrace change and adopt strategies and technologies to keep reinventing and iterating their customer experiences."―Andy Jassy, CEO, Amazon Web Services (AWS)"In Pivot to the Future, Omar Abbosh and his coauthors make a powerful case that successful innovation is a long-term game that requires constant pivots to evolve and change. Pivot to the Future will excite, energize, and e mpower leaders, helping them innovate intelligently, keep moving forward, and always be future-ready."―Michael Dell, Chairman and CEO, Dell Technologies"Every company is seeking to reinvent itself. Pivot to the Future provides powerful and stimulating concepts, ideas, and examples that can help guide these efforts. A must read for anyone who is looking for help on the journey!!"―Hubert Joly, chairman and CEO, Best Buy"We all face disruptive transformations fueled by digital technologies. Pivot to the Future: Discovering Value and Creating Growth in a Disrupted World is an invaluable testimony on how Accenture very successfully transformed and adapted. It takes more than a new strategy, it takes a new approach to strategy. It is a well-structured guide on how to 'wisely' pivot a business towards new opportunities in the digital age and definitely a must-read."―Jean-Pascal Tricoire, chairman and CEO, Schneider Electric"The 'wise pivot' c oncept is a powerful framework that can shape top leadership teams' decisions around digital strategies and new operating models. With the help of Omar, we used that framework to develop a digital strategy that strikes the balance between growing our core business and shaping new ways of operating."―Giovanni Caforio, CEO, Bristol-Myers Squibb"We'd better be ready for disruption. I like the strategies I'm seeing for unlocking trapped value and simultaneously reinventing legacy, current, and new areas of a business. I think they could go a long way in helping us-and other companies-get there."―John Pettigrew, CEO, National Grid"We are facing a period of disruption, the like of which I have not witnessed in my career. It has the potential to obsolete businesses and destroy industries. Even the disrupters are being disrupted! As Pivot to the Future argues compellingly, traditional strategies are no longer enough. From their own experience, the authors rev eal that reinvention must now be a constant, and must address not only the legacy businesses but pivot into new, scalable businesses. This requires organizations to embrace both technological and cultural change, and take bold moves from an outside in perspective. Change should be measured across three horizons: the old, the now, and the new. I recommend this book to those of you who have stepped up to this exciting challenge, understand the magnitude of what is required, and are keen to learn from their peers."―Gordon Cairns, chairman of Woolworths Group and chairman of Origin Energy"Pivot to the Future-finally-presents a much-needed perspective that reinvigorates tired and outdated concepts of strategy. Instead of building an advantage and defending it, it shows how organizations can release waves of competitive advantage by freeing up trapped value. Instead of innovation for the Next Big Thing, this book shows how innovation plays a role in businesses at every sta ge. And instead of theorizing, it draws on a real-world journey to figure all this out."―Rita McGrath, bestselling author of The End of Competitive Advantage and professor at Columbia Business School"Pivot to the Future helps decision makers break free from traditional, linear thinking and immediate concerns in order to win in the Fourth Industrial Revolution by leveraging disruption rather than fearing it."―Klaus Schwab, founder and executive chairman, World Economic Forum Read more About the Author Omar Abbosh is group chief executive of Accenture's Communications, Media & Technology operating group and is a member of Accenture's Global Management Committee. He has served as the global client lead for leading multinational companies where he advised client executives on major strategic issues for their businesses. Mr. Abbosh joined Accenture in 1989 and became a partner in 1998. He holds a degree in electronic enginee ring from Cambridge University and a master's degree in business administration from INSEAD. Paul Nunes is the global managing director for thought leadership at Accenture Research and leads the company's principle business research programs that shape its strategic vision. He is coauthor of three books, Big Bang Disruption: Strategy in the Age of Devastating Innovation (2014). He has written for MIT Sloan Management Review, Fast Company, Conference Board Review, The European Business Review, Rotman, Strategy and Leadership, and Wired. Nunes' research findings have been featured in the New York Times, Wall Street Journal, USA Today, BusinessWeek.com, Forbes.com, Inc.com, CFO, CIO, CIO Insight, Los Angeles Times, and Chicago Tribune. Larry Downes is an Internet industry analyst and author on developing business strategies in the age of disruptive innovation. He is the co-author of Big Bang Disruption and author of New York Times business best-seller, Unleashing the Killer App: Digital Strategies for Market Dominance, (1998) which was named by The Wall Street Journal as one of the five most important books ever published on business and technology. He is a columnist on innovation for both The Washington Post and Forbes and writes regularly for Harvard Business Review. Downes has held faculty appointments at the University of Chicago Booth School of Business, Northwestern University School of Law, and the University of California-Berkeley's Haas School of Business, where he was Associate Dean of the School of Information. Since 2014, he has served as project director at the Georgetown Center for Business and Public Policy. Read more Books,Business & Money,Management & Leadership, PublicAffairs (April 23, 2019) Version in English Full Download Over Here: 
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According to Omar Abbosh, Paul Nunes, and Larry Downes (AN&D), they wrote this book to share what they learned from their research whose purpose was to reveal "which industries are vulnerable to disruption; how successful companies find their value opportunities; and how leading organizations pivot in response to disruptive change.During my interviews of them, John Kotter once told me that the toughest change to achieve is getting executives to change how they think about change and David Kelley and Tom Kelley stressed the difficulty of getting executives to think innovatively about innovation. I was again reminded of these observations when encountering this passage in AN&D's Introduction, "Reinventing Reinvention." A business opportunity was there, and right in a company's wheelhouse, but its managers failed to respond. "What was needed was not just a new strategy, but a new approach to strategy: One that enabled the company to make the most of new technologies, turning them from disruptive threats to profitable opportunities."In essence, strategies are "hammers" that drive tactics ("nails") and, as Richard Rumelt correctly notes, there are good strategies and bad strategies. A good strategy focuses efforts on a target, and that focus can only be achieved by not diffusing energy in other directionsâ€"that is the meaning of Porter’s dictum of “choosing what not to do.†At the same time, a good strategy chooses the right target to focus on, not wasting the focus of energy on a target that cannot be affected or that is unimportantâ€"that is the meaning of Drucker’s distinction between efficiency and effectiveness.As for bad strategies, Rumelt suggests, it doesn’t even try to address an important challenge. Instead, it speaks of aspirations, visions of the future, lays out performance goals, or simply lists a bunch of unconnected actions. For example, at one time Nokia was the leader in mobile phones. A new administration placed a focus on financi al performance measures and the consequences have been the company’s obvious loss of position and leadership. Hewlett Packard seems to specialize in grandiose goals that are not backed up by the capabilities or patience to see them through.All of this helps to establish the context, the frame of reference, within which Abbosh, Nunes, and Downes (AN&D) share their thoughts about how almost any organization (whatever its size and nature may be) can discover value and create growth in a global marketplace that has become more volatile, more uncertain, more complex, and more ambiguous than at any prior time that I can recall.They recommend what they characterize as a "wise pivot" -- using a combination of new strategies -- that can help make that happen. Wise pivots demand "a strategic approach that doesn't fight the tide as much as it surfs waves of disruption."Basically, "The wise pivot crosses businesses and time frames, releasing value already there but currently trapped. Throug h interconnected, rolling strategies that operate within and between the lifecycle stages -- the old, the now, and the new -- leaders continually reallocate assets and investments to balance all three. This assures continued revenue from core assets that nay be nearing the end of their life and generates profits needed to invest in the future as the business and its people move quickly through the now and arrive sustainably at the new."Business leaders face two separate but interdependent challenges: Establish an appropriate balance between what is Old (today's core offerings and and the revenues they generate), what is Now (the most successful products and services that will accelerate profitable growth), and what is New (accepting necessary failures to establish new scalable profit sources). There are several significant -- and formidable -- obstacles to releasing trapped value. Companies that release theirs consistently find innovative ways to target and unleash whatever is acc umulating at one or more of four of trapped value levels:Societal: Failure to engage in profitable partnerships to solve societal issuesConsumer: Retaining unused or underused private assetsIndustry: Lack or cooperation/collaboration and investment in shared segments of infrastructureEnterprise: Limited or wasteful use of digital technologiesAN&D provide three three examples of organizations that have released substantial value (Tencent, illumina, and Starbucks) at all four levels in Figure 1.7, Page 36. Also check out the detailed discussions of the nine levers of the Wise Privot in Chapters 6-8, focusing on Innovation, Finance, and People. (See Figure 6.1 on Page 156.)Some of the most valuable material is provided in Chapter 3. AN&D focus on seven winning strategies that almost any organization can use to pivot to the future. Here they are, explained on Pages 65-89:1. Technology Propelled2. HyperRelevant3. Data Driven4. Asset Smart5. Inclusive6. Talent Rich7. Network PoweredIn the remaining chapters, AN&D explain how to search for trapped value, overcome the wrong turns, and master the winning strategies.Before concluding their brilliant book, Omar Abbosh, Paul Nunes, and Larry Downes point out that the LEGO Group (founded in 1932) was on the brink of bankruptcy about fifteen years ago until a new management team led by CEO Niels Christiansen pivoted to the future and thereby ensured that the company would have a future. How?According to Christiansen, "the brick is at the heart of what we do, but we are, to an increasing amount, using digital to enhance it." That is the essence of the wise pivot. "Find your brick, then keep enhancing it."I agree with Marshall Golsmith that "what got you here won't get you there."Perhaps he agrees with me that "what got you here" won't even be good enough to let you stay here...much less get there.* * *I urge those who share my high regard for this book to check out two others: The Technology Fallacy: How People Are the Real Key to Digital Transformation co-authored by Gerald C. Kane, Anh Nguyen Phillips, Jonathan R. Copulsky, and Garth R. Andrus, and, Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, co-authored by Marcus Buckingham and Ashley Goodall.
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