Book Review: Quick and NimbleFrankly, I have envied his access to those he has interviewed and admire the consistently high quality of the material that has been produced thus far. His first book, The Corner Office : Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed , was published in and now we have another in which he shares lessons to be learned from leading CEOs on how to create and then sustain a culture of innovation. He draws upon information, insights, and counsel shared during about interviews conducted during a March May timeframe. I will introduce the themes, make some broader analytical points to steer the discussion, and then let the CEOs share their insights, lessons, and stories, in their own words. Yes, he guides that process throughout its duration but the CEOs who participate appear and reappear whenever appropriate, from one chapter to the next. He divides the material into two parts. These are among the dozens of basic lessons that Bryant shares:.
Build a ‘Quick and Nimble’ Culture
Thank you! How do you keep that old magic of successful startup businesses? CEOs must live by and be responsible to the values of the business, be dependable and caring, keep meetings to the point and small in size so people can participate, develop a culture of respect, solicit input by talking directly with the person involved. Reams of practical advice for and from business leaders, most—thankfully—with a human, caring touch. There was a problem adding your email address. Please try again.
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In Quick and Nimble , [ Times Books. The interviewees listed in the book manage a wide range of companies from small start-ups to large multinationals as well as non-profits and interviews were conducted between March and May With his analysis Bryant has identifies and exemplifies important drivers of this culture. He provides a road map of practical tips and insights that are useful to any organization to achieve this objective. A common theme is the importance of people to corporate success and a devaluation of buildings and the command-and-control leadership approach. Another theme is the recognition that organizational politics is a fact-of-life and that the leadership goal should not be to eliminate politics but instead encourage good politics and discourage bad politics. Part I of the book consists of seven chapters that set the foundation.