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StrategyDriven Podcast Special Edition 64 – An Interview with Jason Jennings, author of The Reinventors

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StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website.

Special Edition 64 – An Interview with Jason Jennings, author of The Reinventors explores how to effectively implementing radical continuous change in order to realize the ongoing business growth it provides. During our discussion, Jason Jennings, author of The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change, shares with us his insights and experiences regarding the:

  • why a business needs to undergo continuous change in order to be successful
  • excuses most commonly used to justify little or no business growth
  • key elements for achieving continuous change

Additional Information

In addition to the outstanding insights Jason shares in The Reinventors and this special edition podcast are the resources accessible from his website, www.jason-jennings.com. Jason’s book, The Reinventors, can be purchased by clicking here.

Final Request…

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About the Author

Jason JenningsJason Jennings, author of The Reinventors, is the bestselling author of It’s Not the Big That Eat the Small – It’s the Fast That Eat the Slow; Less Is More; Think Big, Act Small; and Hit the Ground Running. USA Today named Jason one of the three most in-demand business speakers in the world. To read Jason’s complete biography, click here.

Podcast: Play in new window | Download (Duration: 36:33 — 50.2MB)

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Recommended Resource – Why Some Firms Thrive While Others Fail

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Why Some Firms Thrive While Others Fail: Governance and Management Lessons from the Crisis

by Thomas Stanton

About the Book

Why Some Firms Thrive While Others Fail by Thomas Stanton examines the fundamental shortcomings of both public and private financial sector companies as revealed during America’s ‘Great Recession.’ Thomas focuses on the areas of management, organization, and governance; contrasting the shortcomings of companies that failed with the sound practices of comparable organizations fairing well during the economic downturn.

Thomas concludes his book by relating the financial sector’s lessons learned to businesses within other industries that have faced similarly significant challenges. The result is the revelation of sound risk management practices that can help ensure companies in any industry are prepared to recognize and effectively deal with crisis situations.

Benefits of Using this Book

StrategyDriven Contributors like Why Some Firms Thrive While Others Fail for its insightful examination of why some companies respond well to crisis while others simply fail. Thomas provides insight not only to the direct management, organization, and governance issues hindering crisis recognition and response but the far more elusive combinations of attributes from these three areas that stymie if not paralyze an organization. By applying the best practices presented, organization leaders can better position their organization to recognize the onset of significant challenges – key to effectively dealing with any crisis – and react in a timely manner so to prevent a catastrophic outcome. We particularly appreciated Thomas’s extension of his book’s principles to other industries including:

  • Petroleum industry
  • Mining industry
  • Natural gas distribution industry
  • Hospital / Medical industry
  • Government

This extension makes the book relevant to leaders of any organizational type.

StrategyDriven Contributors have written extensively on the topic of crisis management. We found Thomas’s principles to be highly consistent with and expounding to the crisis management best practices we endorse; making Why Some Firms Thrive While Others Fail a StrategyDriven recommended read.

Decision-Making Best Practice 19 – Identify the Decision Timeframe

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StrategyDriven Decision Making Article | Infinity Clock | Decision TimeframeEvery decision involves risk, with time underlying all mitigating factors. Some decisions occur too late, resulting in the forfeiture of a situational opportunity, competitive advantage, or adverse outcome avoidance. Other decisions are made too quickly, unnecessarily increasing risk because of diminished data gathering and contemplation that better informs the choice.

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Recommended Resource – The Reinventors

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The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change

by Jason Jennings

About the Book

The Reinventors by Jason Jennings provides a step-by-step method for continuously evolving one’s organization such that it remains ever relevant in today’s rapidly changing business environment. Jason examines not only the change methodology to be employed but provides insights to the key leadership and organizational attributes necessary to effectively reinvent a business. He supports his assertions with detailed examples of how well-known organizations achieved the continuous change driving their ongoing marketplace success.

Benefits of Using This Book

StrategyDriven Contributors particularly like The Reinventors for the soundness of its immediately actionable continuous change methodologies. Jason thoroughly examines all aspects of successful change management; leadership, organization/people, and action. Furthermore, his ‘Action Plans’ at the conclusion of each chapter help the reader focus on the important change principles and can be used to guide action plan development.

Underlying each of Jason’s continuous change principles is a focus on organizational alignment and accountability, the hallmark principles on which StrategyDriven is focused. Vivid, real-world examples serve to bring the principles conveyed to life; making them easy to relate to and helping the reader envision how he or she might take action to reinvent their organization.

The Reinventors‘s immediately implementable, real-world change methods that reinforce organizational alignment and accountability makes it a StrategyDriven recommended read.

Evaluation and Control Program Best Practice 5 – Don’t Break the Mirror

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Evaluation and Control Program Best Practice - Don't Break the MirrorFeedback mechanisms serve as a reflection of an organization, business unit, department, or individual’s performance. At times, these mirrors reveal exceptional performance; in other cases, good or satisfactory performance; and in some instances poor or unacceptable performance. Too often, the individual or group holding the mirror, whether a performance metric, an internal self-assessment, or a third party audit, is blamed for the performance indicated. Regardless of who provides the performance report, this person or group should not be attacked for identifying instances of success or failure.

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