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- Listening Length: 6 hours and 46 minutes
- Program Type: Audiobook
- Version: Unabridged
- Publisher: Audible Studios
- Audible.co.uk Release Date: 1 July 2010
- Language: English
- ASIN: B003UNCBNS
- Amazon Bestsellers Rank:
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Doing Both: Capturing Today's Profit and Driving Tomorrow's Growth Audiobook – Unabridged
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Sidhu devotes the bulk of his lively narrative to explaining how exemplar companies such as Apple, BYD, Cisco, GE, Google, IBM, and Procter & Gamble achieve these strategic objectives:
o Improving the core business while conducting disruptive innovation
o Strengthening current account relationships while adding new ones
o Fine-tuning what is done well while transforming or eliminating what isn't
o Creating customer evangelists while creating steadfast partners
o Thriving on "Main Street" while exploring "the road less traveled"
o Doing it right and doing what is right (i.e. what matters)
Obviously, doing both (of whatever) is not always possible or, when possible, advisable. Also, any lessons learned from the exemplar companies such as those Sidhu examines (especially Cisco) must be modified to accommodate the specific needs and resources of much smaller organizations.
With all due respect to the value of these lessons, I think the single greatest benefit of this book is the mindset it can help its reader to develop. Although Sidhu does not cite them and their books, he has clearly been influenced (albeit indirectly) by business thinkers such as Henry Chesbrough (Open Innovation and Open Business Models) and Roger Martin (The Opposable Mind) as well as Venkat Ramaswamy and Francis Gouilllart (The Power of Co-Creation). Their major recommendations track almost seamlessly with Sudhu's own:
1. Be open-minded to possibilities, whenever/wherever they occur
2. Respect and examine those that are plausible, especially if unorthodox
3. Seek out collaborations that are mutually-beneficial
4. Welcome each "failure" as a precious learning opportunity
5. Juxtapose (for rigorous scrutiny) contradictory ideas and options
6. Embrace change as an ally, not as a threat
7. Achieve constant improvement with a discovery-driven process
8. Welcome and support principled dissent
9. Cultivate and nourish an insatiable appetite for learning
10. Challenge what James O'Toole characterizes as "the ideology of comfort and the tyranny of custom"
Congratulations to Inder Sidhu on a brilliant achievement.
Most helpful customer reviews on Amazon.com
At the start, I was reminded of another book The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Robert Martin, which present a similar concept (integrative thinking) at a more clinical level. He describes the habit of parallel or complex thought - instead of a simple succession of thoughts in linear order, the procedure is complex, and the mind appears to be possessed of the power of simultaneous vision from different standpoints. Martin suggests that integrative thinking can be taught, although largely it is not, certainly something we might consider. Integrative thinking produces possibilities, solutions, and new ideas. It creates a sense of limitless possibility. Conventional thinking hides potential solutions in places they can't be found and fosters the illusion that no creative solution can be found.
Inder takes integrative thinking to the business level through his magnificent stories exploring ways to do both:
* Sustaining and Disruptive Innovation
* Existing and New Business Models
* Optimization and Reinvention
* Satisfied Customers and Gratified Partners
* Established and Emerging Countries
* Doing Things Right and Doing What Matters
* Superstar Performers and Winning Teams
* Authoritative Leadership and Democratic Decision Making
I thoroughly enjoyed reading this book, I'm sure you will too.
Inder Sidhu is the Senior Vice President of Strategy & Planning for Worldwide Operations atCisco, and the author of Doing Both: How Cisco Captures Today's Profits and Drives Tomorrow's Growth. Follow Inder on Twitter at @indersidhu
On the other hand the innovation and sustainable business precepts are good and well explained.
Despite this though, I failed to finish the last 20% of the book.
We've seen parts of the both-and theory at work in business through co-opetition. However, simple collaboration habits often times do not include the factors that influence business success. Some people might think that today's collaborator would more likely be a new college graduate who works for a start-up technology company who uses a BlackBerry to increase personal productivity.
But, there is more to it than that. Both-and is allowing product innovation and the balancing of many seemingly conflicting goals to be maintained within an organization. Profitability is enabled by balancing seemingly conflicting purposes, not by choosing one or the other.
Inder Sidhu addresses multi-evolutionary product development agendas with a very elegant way of "Doing Both" things. Cisco has become a role model of sorts, where workers are empowered with personalized services, choice, and work-life balance in a human network to get their work done and make organizations thrive. The opening analogy on doing both form and function with the Golden Gate Bridge Bridge is very powerful as it became the symbol for Cisco.
Hopefully their example will inspire you to influence your current environment with the expectation that cultural factors influencing collaboration will include role modeling by senior leaders, a formal collaboration process, tools, training and rewards that will work for you.
"Doing Both" provides insight that will help ease the transition from the old management style to this new more profitable one. This book earns 5 stars because it is inspiring, insightful, and most importantly, practical. It is very well written and is fluid as well as engaging. It very proactively makes the both-and theory come across as quite believable and doable.
This book represents some fresh thinking to current business challenges. Definitely worthwhile spending some serious focus time on.
Let me also tell you about another new business challenge that I believe would be just as important spending some good focus time on...it is proactive managing your online reputation. In addition to "Doing Both" I would highly recommend getting Wild West 2.0: How to Protect and Restore Your Reputation on the Untamed Social Frontier.
Even though Cisco is a great company, it still has customer problems ... and you will to. It is inevitable that you will get some bad product reviews, or even worse, revengeful customers who will try to ruin your company's online reputation. Wild West 2.0 tells you exactly where to look for reputation problems and then how to repair them. Internet Reputation Management should not be delegated to your webmaster. From my experience it is now a critical management and marketing issue that concerns everyone from the CEO on down.