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Dual Transformation: How to Reposition Today's Business While Creating the Future

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Blending case studies from global organizations like Adobe,Johnson & Johnson, and Aetna, first-hand reflections from leaders like FordCEO Mark Fields, as well behind-the-scenes insights from the authors' ownexperiences, this book will guide executives through the journey of becomingthe next version of themselves, allowing them to own the future, rather than bedisrupted by Blending case studies from global organizations like Adobe,Johnson & Johnson, and Aetna, first-hand reflections from leaders like FordCEO Mark Fields, as well behind-the-scenes insights from the authors' ownexperiences, this book will guide executives through the journey of becomingthe next version of themselves, allowing them to own the future, rather than bedisrupted by it.


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Blending case studies from global organizations like Adobe,Johnson & Johnson, and Aetna, first-hand reflections from leaders like FordCEO Mark Fields, as well behind-the-scenes insights from the authors' ownexperiences, this book will guide executives through the journey of becomingthe next version of themselves, allowing them to own the future, rather than bedisrupted by Blending case studies from global organizations like Adobe,Johnson & Johnson, and Aetna, first-hand reflections from leaders like FordCEO Mark Fields, as well behind-the-scenes insights from the authors' ownexperiences, this book will guide executives through the journey of becomingthe next version of themselves, allowing them to own the future, rather than bedisrupted by it.

30 review for Dual Transformation: How to Reposition Today's Business While Creating the Future

  1. 5 out of 5

    Ben Shee

    Engaging business book, lots of questions and anecdotes. Food for thought - I wonder if there are an infinite number of business models out there? The term innovation gets bandied around a bit - the idea that it is transformation is interesting, and gives some weight to the concept of disruption. Hotels being disrupted by AirBnB, taxies by Uber et al, movies and TV by Netflix, bookstores and sundry stores by Amazon, newspapers by the internet generally, banks by crytocurrency and epay, software Engaging business book, lots of questions and anecdotes. Food for thought - I wonder if there are an infinite number of business models out there? The term innovation gets bandied around a bit - the idea that it is transformation is interesting, and gives some weight to the concept of disruption. Hotels being disrupted by AirBnB, taxies by Uber et al, movies and TV by Netflix, bookstores and sundry stores by Amazon, newspapers by the internet generally, banks by crytocurrency and epay, software by the cloud, manufacturing by 3d printers, manufacturing by robotics, and relevantly for myself, professional services by augmented intelligence and financialisation - increasingly, we are hearing about companies innovating internally - they're not usually the market leaders, but if they have the ability to change, to think about how they can do things differently, and to find new markets to leverage off their existing assets - sometimes that's just good business sense. Anyway - I remain with many questions, many thoughts...

  2. 5 out of 5

    Paul Stout

    This book takes up where Clayton Christensen's Innovator's Dilemma leaves off. Dual Transformation is more or less a how-to guide to implementing a transformation when you don't have the luxury to stop and entirely rebuild your business from the ground up. This book takes up where Clayton Christensen's Innovator's Dilemma leaves off. Dual Transformation is more or less a how-to guide to implementing a transformation when you don't have the luxury to stop and entirely rebuild your business from the ground up.

  3. 5 out of 5

    Greg Hopper

    Really liked this book - almost like two books in one. The first book is about undertaking two transformation at once - one to redefine the core business and one to create a disruptive business - should resonate with every leader struggling to do one or the other. The other book is about looking for and dealing with signs that your business/industry is about to be disrupted. One thing I really liked about the book is the willingness of the authors to credit work done by others - Rita McGrath, aut Really liked this book - almost like two books in one. The first book is about undertaking two transformation at once - one to redefine the core business and one to create a disruptive business - should resonate with every leader struggling to do one or the other. The other book is about looking for and dealing with signs that your business/industry is about to be disrupted. One thing I really liked about the book is the willingness of the authors to credit work done by others - Rita McGrath, author of "The End of Competitive Advantage", and Charles A. O'Reilly III and Michael L. Tushman, authors of "Lead and Disrupt: How to solve the innovator's dilemma", for example. In fact, as I read the early part of the book, I though to myself that this was a lot like "Lead and Disrupt", and then to see that the authors acknowledge that was both cool and very professional. That said, I think that there is more than a little overlap between this approach and the "Three Horizons" model from "The Alchemy of Growth". I think that the authors could have created more value for executives by showing how their recommendations map well to that framework. One small criticism involves the use of Johnson & Johnson in the section "The Conviction to Persevere". From the book: "Behind many great organizations is a clear and compelling purpose to create value for customers. Johnson & Johnson takes its credo so seriously that it is etched inches deep in granite in its headquarters inNew Brunswick, New Jersey, and appears in every J&J office around the world. The credo puts the needs of the people it serves--doctors, nurses, patients, mothers and fathers--first; employees, second; the communities it serves, third; and its stockholders, last. As it notes, '"When we operate according to these principles, the stockholders should realize a fair return.'" These principles served J&J very well, and the story of how the company responded to the Tylenol poisoning scare is legendary, for great reason. However, in 2015, well before the book was published, a scathing expose was published about the behavior of J&J regarding the promotion of the drug Risperdal. From an article by Nicholas Kristal in the NY Times on September 17, 2015: "Risperdal is a billion-dollar antipsychotic medicine with real benefits — and a few unfortunate side effects. "It can cause strokes among the elderly. And it can cause boys to grow large, pendulous breasts; one boy developed a 46DD bust. "Yet Johnson & Johnson marketed Risperdal aggressively to the elderly and to boys while allegedly manipulating and hiding the data about breast development. J&J got caught, pleaded guilty to a crime and has paid more than $2 billion in penalties and settlements. But that pales next to some $30 billion in sales of Risperdal around the world. "In short, crime pays, if you’re a major corporation. "Oh, and the person who was in charge of marketing the drug in these ways? He is Alex Gorsky, who was rewarded by being elevated to C.E.O. of J&J. He earned $25 million last year." Source: https://www.nytimes.com/2015/09/17/op... That said, here are two great quotes from the book: "The fundamental question for companies deciding how to rearchitect their business model is, What can we *uniquely* do for customers? "We answer that question using the idea of the job to be done. At its core, the idea is simple: people don't buy products or services; rather, they hire them to get jobs done in their lives. The quest for competitive advantage, then, comes from creating the key of a product or a service that opens the lock of the functional, emotional, or social progress a customer seeks in a given circumstance. Marketing scholars will note that on the surface, the concept of jobs to be done is not particularly new. Recall Peter Drucker's famous line: 'The customer rarely buys what the business thinks it sells him.' His next two sentences are even more important: 'One reason for this is, of course, that nobody pays for a 'product'. What is paid for is satisfaction.'" and "[Theodore] Levitt pointed out that over time companies come to define themselves not by what they do for customers but by the products they sell or the categories in which they compete. [...] "Things have gotten worse, because now if you ask most companies why they exist, it isn't even to sell a particular product or service, much less to serve any customers. No, it is to maximize shareholder value. As Harvard Business School professor Clayton Christensen likes note, the primary job of many manages is to 'source, assemble, and ship numbers.' And short-term numbers at that. Worshipping at what Christensen calls the 'church of finance' hollows out a company's competitive advantage; it loses the capacity to invest in innovation, and that drives the perpetual reinvention necessary in the world of temporary competitive advantage."

  4. 4 out of 5

    Darren

    How do you reposition the business of today to react to oncoming disruptive technologies so that you have a business for tomorrow? That is the thorny question posed by the authors who seek to help the reader prepare their business for a possibly bumpy, uncertain ride. The book sets out to offer practical, sustainable and actionable help that may see the business emerge as a stronger entity, whether it is impacted or not by oncoming technologies and their disruptive waves. In any case, it may be s How do you reposition the business of today to react to oncoming disruptive technologies so that you have a business for tomorrow? That is the thorny question posed by the authors who seek to help the reader prepare their business for a possibly bumpy, uncertain ride. The book sets out to offer practical, sustainable and actionable help that may see the business emerge as a stronger entity, whether it is impacted or not by oncoming technologies and their disruptive waves. In any case, it may be something you cannot afford to ignore, so whilst no guarantees can be given for future success, it does not hurt to consider the alternatives. In fact, there may be no real option to do anything else. Case studies from many top companies and even one of the author’s own companies has been mixed in with experience, insight and research to describe a process and adapted business model that can help respond to disruption with a three-prong new value proposition. It made for interesting, thoughtful reading and the reader is given sufficient information to work on their own reactions. It was an enjoyable, informative read that was easy-to-follow thanks to the open, accessible and often humorous language deployed. This narrative-style worked well, something other business books could well consider. The book should be something senior executives consider, viewing it at least as an insurance policy to verify that their metaphorical house is in order, and for those who need it, it may be a new set of architect’s drawings to urgently renovate the company before the harsh winds of technological disruption start blowing around the neighbourhood.

  5. 5 out of 5

    Jimmy

    The concepts of A B C transformations (Introduction and Part 1) are interesting. The early warning signs are interesting. The appendix is helpful. Part 2 is nothing but common sense. Well worth 2 star. --- As I thought more about this book, I found it to be a downgraded combination of Porter and Christensen. Transformation A is reconfiguration of value activities (how we do). Transformation B is redefinition and reconfiguration of value activities (what and how we do). C is a discussion of managing the The concepts of A B C transformations (Introduction and Part 1) are interesting. The early warning signs are interesting. The appendix is helpful. Part 2 is nothing but common sense. Well worth 2 star. --- As I thought more about this book, I found it to be a downgraded combination of Porter and Christensen. Transformation A is reconfiguration of value activities (how we do). Transformation B is redefinition and reconfiguration of value activities (what and how we do). C is a discussion of managing the interrelationship of A and B. This is discussed in Innovator's Solution and also in Porter. This book also borrows method from DDP which put the portfolio into a graph. This book basically offers nothing new, though it is a new angle to combine them. The advices it provides are basically not wrong, but mediocre and incomplete, thus trivial and not worth reading. I find this author really like copying ideas from others. Anyway, it doesn't hurt to have someone summarizing, but his books clearly provide little original value. --- 1. Type: Practical rule book. 2. Main Idea: Define Dual transformation and advices to implement them. 3. Major parts: a. Define dual transformation. b. 4 key leadership mindsets you need to succeed. 4Cs, Courage, Clarity, Curiosity, Conviction. c. Appendix: a checklist to guide and analyze dual transformation. 4. Problems? What is dual transformation? How to do it?

  6. 5 out of 5

    Zach

    The time is now to change, even if you are on top of your industry. Pivot, adapt, or change, before it is too late! This was a really good book. I took a lot of notes. I still had a hard time knowing how to adapt it for a company of my size, which is not nearly as big as the example shown in the book. However, this book is a thinker. And I think they're on the right track with a lot of their thought process. I would highly recommend it to anybody who is looking to pivot, adapt, or change, before The time is now to change, even if you are on top of your industry. Pivot, adapt, or change, before it is too late! This was a really good book. I took a lot of notes. I still had a hard time knowing how to adapt it for a company of my size, which is not nearly as big as the example shown in the book. However, this book is a thinker. And I think they're on the right track with a lot of their thought process. I would highly recommend it to anybody who is looking to pivot, adapt, or change, before it is too late.

  7. 4 out of 5

    Claudia Yahany

    La premisa del libro es muy básica y al mismo tiempo demasiado compleja: para transformar una organización hay que trabajar al mismo tiempo en el negocio actual y en explorar/cultivar las futuras formas de negocio. La forma en la que se hace un diagnóstico, se visualiza el futuro y se implementan acciones me parecen lógicas, incluso describe posibles conflictos, problemas de liderazgo, etc (que obviamente suceden durante las transformaciones). Excelente libro de consulta y comprensivo toolkit al La premisa del libro es muy básica y al mismo tiempo demasiado compleja: para transformar una organización hay que trabajar al mismo tiempo en el negocio actual y en explorar/cultivar las futuras formas de negocio. La forma en la que se hace un diagnóstico, se visualiza el futuro y se implementan acciones me parecen lógicas, incluso describe posibles conflictos, problemas de liderazgo, etc (que obviamente suceden durante las transformaciones). Excelente libro de consulta y comprensivo toolkit al final. Lo único que no me encantó fueron tantos ejemplos tan dispersos que no conecté con ninguno.

  8. 5 out of 5

    Gabriel Garcia

    This book is the answer to the famous "Transformation Dilemma": you have to execute both strategies at the same time. A (repositionate your core business) B (reinvent a new business growth engine) and C (define the business capabilites ink between them). I guess this book could be well complemented with the book "Invicible Companies", there you have a similar approach called "Explore" and "Exploit" transfomations. This book is the answer to the famous "Transformation Dilemma": you have to execute both strategies at the same time. A (repositionate your core business) B (reinvent a new business growth engine) and C (define the business capabilites ink between them). I guess this book could be well complemented with the book "Invicible Companies", there you have a similar approach called "Explore" and "Exploit" transfomations.

  9. 5 out of 5

    Chen Ann Siew

    Have to admit that I've speed read the book. Transformation in this book refers not to corporate reorganisation, but how companies are pivoting into new businesses while optimising their traditional core business. Good collection of transformation case studies, including a fair amount of examples from Asian enterprises. Have to admit that I've speed read the book. Transformation in this book refers not to corporate reorganisation, but how companies are pivoting into new businesses while optimising their traditional core business. Good collection of transformation case studies, including a fair amount of examples from Asian enterprises.

  10. 5 out of 5

    Sue

    I read this book on the recommendation of Michael Horn (http://michaelbhorn.com). Transformation A: Reposition today's business to maximize its resilience. Transformation B: Create a new growth engine. Capabilities link: Fight unfairly by taking advantage of difficult-to-replicate assets without succumbing to the "sucking sound of the core." I read this book on the recommendation of Michael Horn (http://michaelbhorn.com). Transformation A: Reposition today's business to maximize its resilience. Transformation B: Create a new growth engine. Capabilities link: Fight unfairly by taking advantage of difficult-to-replicate assets without succumbing to the "sucking sound of the core."

  11. 4 out of 5

    Abhishek Breja

    Strong framework that every strategy executive should familiarize for being successful in today's day and age of constant disruption and innovation Strong framework that every strategy executive should familiarize for being successful in today's day and age of constant disruption and innovation Strong framework that every strategy executive should familiarize for being successful in today's day and age of constant disruption and innovation Strong framework that every strategy executive should familiarize for being successful in today's day and age of constant disruption and innovation

  12. 5 out of 5

    Ning-Jia Ong

    Great book with great ideas, great examples of activities and workshops at the back of the book, great inspirational jolt to really think about your own organization and how we want to address the coming of a new disruptive age of technology.

  13. 5 out of 5

    Beth

    Dual Transormation provides a clear guide to helping your organization identify the need to transform and then takes,you through the transformation process. The stories referenced were helpful in understanding the challenges one might face along the way.

  14. 4 out of 5

    Ted Gurley

    Well Crafted! Solid research, strong interviews and stories guide the reader in understanding the challenges of what it takes to drive transformation. Deseret Media as well as Media General are two companies profiled.

  15. 5 out of 5

    Ruben

    Duality is a day to day matter in every business that has to do with technology. Invest or die young actually, you can do both.

  16. 4 out of 5

    Cherry Huang

    A good reminder on the importance of innovation of any established and successful businesses.

  17. 4 out of 5

    Duong Tan

    Lots of ideas

  18. 5 out of 5

    lavanyauser1

    .........

  19. 4 out of 5

    Sadie-Jane Alexis Nunis

    such an apt book for the times. 4.5*

  20. 4 out of 5

    Gv

    Great Book. Must read for all CEOs

  21. 4 out of 5

    Megan

  22. 5 out of 5

    Frederic Etiemble

  23. 5 out of 5

    Christo Velkov

  24. 4 out of 5

    Shashank

  25. 5 out of 5

    Shawn Cunningham

  26. 5 out of 5

    Thomas Gallo

  27. 4 out of 5

    Stacy Cantu

  28. 4 out of 5

    Daniel Cisneros E

  29. 4 out of 5

    Aaron Zimmel

  30. 4 out of 5

    Katie Dallas

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