PURPOSE OF THE BOOK
With more than 10,000 business books released each year, it is clearly not a worthwhile exercise to add to the cacophony, unless you have a meaningful message to convey.
Then, what motivated me to spend nearly every spare moment in the past 18 months to write this book?
Business is the engine of society and it will need newer models of commerce to fast-track any recovery.
The hollowing out of skills from entire societies, without replacing them by other competencies, high levels of youth unemployment (often disguised by serious-looking play on iPads and tablets), and growing economic imbalances risking implosions of unrest, civil commotion or even a great war, have all combined to create an alarming set of circumstances.
Whatever transpires in the short-term, eventually business people will have to lead the way to recovery around the world.
New business models are leading the way. It is evident that I am passionate about newer models that work better. In my projects and work around the world, I have noticed that, in almost all circumstances, there is always some way to make things better.
We only have to look around and see where the guidelines and trends are and which models will suit best.
Eleanor Roosevelt (1884-1962) famously said:
“ Great minds discuss ideas,
Average minds discuss events,
Small minds discuss people. ”
While it is very tempting to discuss just one of the three key ingredients of life - ideas, events, or people - in this book we discuss all three because they are inextricably linked.
People make events and create ideas. Ideas create events and help people become successful. Events shape people and give impetus to ideas. A book full of concepts and ideas, with no stories about people or events, would be extremely boring and dry.
On the other hand, a book with just chronicles of events or people would hardly be worth bothering to read unless its author had an immensely entertaining style of writing (which I do not), and even then would be of little practical value besides entertainment.
I mostly use events and people to illustrate ideas and concepts to make them more tangible to the readers.
Conceptual thinking creates new business models
Primarily, then, this book is about ideas and concepts - yet you will see enough discussion about people and events to be able to use the concepts.
Most of the people and events discussed are relatively well-known, so that background contextual information is already present in the readers' domain. Occasionally I use events from case studies based on our work - only because we could not find a well-known event illustrating the concept.
I do not make apologies for that, or for disguising some data or names of the entities for obvious reasons of confidentiality.
Is your company reaping the full rewards of all the effort put into the activities within the company? Are you happy with the results - sales, profits, costs, competitive positioning, new product pipelines, supplier performance and other myriad details of your company's business?
This book is for every executive, every CEO, every manager and every management student - no matter which business they are working in, or which part of the business they are part.
I can scarcely think of a business situation in which the concepts of this book will not lead to a massive, positive shake-up of the status quo.