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Challenger organizations are those that are disrupting their market, challenging their own habits and taking on dominant competitors. They are typically innovative and radical but what of those that lead them? This book analyzes the practices and disciplines that underpin the successful Challenger organization. In particular it looks at how Challenger leadership and culture can be developed in large, complex, established businesses.
WHAT DOES IT REALLY TAKE TO SUCCEED AND PERFORM AS A BUSINESS MANAGER AND LEADER? Great managers and leaders, at whatever level, are ones capable of driving performance and change through people. This book provides essential actions and behaviours to pursue (and those to avoid) for any manager who is seeking the path to great management and leadership.
EATING THE BIG FISH : How Challenger Brands Can Compete Against Brand Leaders, Second Edition, Revised and Expanded The second edition of the international bestseller, now revised and updated for 2009, just in time for the business challenges ahead. It contains over 25 new interviews and case histories, two completely new chapters, introduces a new typology of 12 different kinds of Challengers, has extensive updates of the main chapters, a range of new exercises, supplies weblinks to view interviews online and offers supplementary downloadable information.
This book is written for leaders that are challenging the status quo from the inside of large, established, institutions. As these organisations scale, we notice that complexity grows, their business models become entrenched and cultural barriers to change dominate. The greatest challenge leaders face at this stage is one of maintaining their energy, vitality and ability to innovate, in the face of the personal risk entailed in doing so. The100 mindsets captured here are written as an illustrated series of sharp, quick, paradoxical insights that disturb habitual corporate logic. The book is easy to pick up when five minutes are available, to remind the reader how easy it is to slip back into the comfortable armchair of conformity, and what to do to get out of it.
Four years ago, the bestselling authors of The Challenger Sale overturned decades of conventional wisdom with a bold new approach to sales. Now their latest research reveals something even more surprising: Being a Challenger seller isn’t enough. Your success or failure also depends on who you challenge. Picture your ideal customer: friendly, eager to meet, ready to coach you through the sale and champion your products and services across the organization. It turns out that’s the last person you need. Most marketing and sales teams go after low-hanging fruit: buyers who are eager and have clearly articulated needs. That’s simply human nature; it’s much easier to build a relationship with someone who always makes time for you, engages with your content, and listens attentively. But according to brand-new CEB research—based on data from thousands of B2B marketers, sellers, and buyers around the world—the highest-performing teams focus their time on potential customers who are far more skeptical, far less interested in meeting, and ultimately agnostic as to who wins the deal. How could this be? The authors of The Challenger Customer reveal that high-performing B2B teams grasp something that their average-performing peers don’t: Now that big, complex deals increasingly require consensus among a wide range of players across the organization, the limiting factor is rarely the salesperson’s inability to get an individual stakeholder to agree to a solution. More often it’s that the stakeholders inside the company can’t even agree with one another about what the problem is. It turns out only a very specific type of customer stakeholder has the credibility, persuasive skill, and will to effectively challenge his or her colleagues to pursue anything more ambitious than the status quo. These customers get deals to the finish line far more often than friendlier stakeholders who seem so receptive at first. In other words, Challenger sellers do best when they target Challenger customers. The Challenger Customer unveils research-based tools that will help you distinguish the "Talkers" from the "Mobilizers" in any organization. It also provides a blueprint for finding them, engaging them with disruptive insight, and equipping them to effectively challenge their own organization.
Featuring over 100 full-colour paintings, this book tells the story of the painter and his work and offers extensive insights into its creation.
On a cold January morning in 1986, NASA launched the Space Shuttle Challenger, despite warnings against doing so by many individuals, including Allan McDonald. The fiery destruction of Challenger on live television moments after launch remains an indelible image in the nation’s collective memory. In Truth, Lies, and O-Rings, McDonald, a skilled engineer and executive, relives the tragedy from where he stood at Launch Control Center. As he fought to draw attention to the real reasons behind the disaster, he was the only one targeted for retribution by both NASA and his employer, Morton Thiokol, Inc., makers of the shuttle's solid rocket boosters. In this whistle-blowing yet rigorous and fair-minded book, McDonald, with the assistance of internationally distinguished aerospace historian James R. Hansen, addresses all of the factors that led to the accident, some of which were never included in NASA's Failure Team report submitted to the Presidential Commission. Truth, Lies, and O-Rings is the first look at the Challenger tragedy and its aftermath from someone who was on the inside, recognized the potential disaster, and tried to prevent it. It also addresses the early warnings of very severe debris issues from the first two post-Challenger flights, which ultimately resulted in the loss of Columbia some fifteen years later.
Discusses the investigation into the Challenger catastrophe, the reshaping of NASA, the debate over manned versus unmanned space flights, and the future possibilities for commercial enterprises in space.
From the author of the acclaimed and best-selling The Gates of the Alamo, a novel of extraordinary power about what it’s like, and what it means, to journey into space as one of today’s astronauts. At the novel’s center: Lucy Kincheloe, an astronaut married to an astronaut, the loving mother of two young children, with a fierce ambition to excel in the space program. Her husband, Brian, a rigorous man whose dreams of glory have been blighted by two star-crossed missions. Walt Womack, the steady, unflappable leader of the training team that prepares Lucy for her first shuttle flight. Lucy has devoted years of intense and focused effort to win her place on a mission, but as her lifelong dream of flying in space comes true, her familiar world appears to be falling apart around her. Her marriage is deteriorating. Her son’s asthma is growing more serious. Her relationship with Walt Womack is becoming dangerously intimate. And when at last she is in space, 240 miles above the earth, and an accident renders the world she left behind appallingly distant—perhaps unreachable—her spirit is tested in gripping and unexpected ways. In The Gates of the Alamo, Stephen Harrigan’s narrative authority brought a vanished nineteenth-century Texas to vibrant life. In Challenger Park, he does the same with the world of space flight, bringing us up close to the lives—the risks, the friendships, the rituals, the training—of the astronauts and the people who work with them. Harrigan has written an exciting—indeed a thrilling—novel about the contrary pulls of home and adventure, reality and dreams, and the unimaginable experience, the joys and terrors and revelations, of space flight itself.
What do Tesla, Apple, Warby Parker, and Nike all have in common? They all challenged the conventions of their category and, in true Challenger Brand style, caused the world to navigate by their beliefs, actions, and standards. In this easily accessible series of stories, Illuminate explores what makes these brands tick and how today's modern marketer can benefit from their example. Packed full of insights, case stories, and real-world examples from my thirty-five-plus years on the front line of Challenger marketing, Illuminate is an essential read for anyone involved in the business of building brands. Particularly Challenger Brands. These are the brands who see imperfections as opportunities, who take umbrage at the lowly expectations that abound in so many categories, who challenge the Monsters in our midst. They are the mavericks who hate the status quo, who create new norms, and who force the world to navigate by their vision of the future. And these are the brands you will learn about in this book. Some are new, some are old, but all are Challengers at heart. And they all have fascinating stories to tell. Because why you do business today is, perhaps, even more important that what you do or how you do it. Yet, every day, we see too many firms chasing the competition, believing that price, product features, or passion alone will make them winners. Companies without a clearly articulated purpose. The result? Low returns. Failed or sub-performing companies. Another dream shattered. Another great idea turned to dust. The losers are the employees, management teams, owners, and boards at all these companies. As well as the investors--the VCs, private equity firms, angel funders, and founders, and the world itself. But it doesn't have to be that way. Most companies focus on what they do and sometimes, how they do it and then expect people to buy their product or service. Challengers, however, broadcast why they do what they do and change the world in the process. Challengers create new sets of rules and expect the world to follow their lead. And they do it with passion and focus, not big budgets. It's why they're some of the fastest growing companies on earth. In Illuminate II, you will learn tips and tricks, gain insights and ideas, and be able to put into practice lessons, from some of the world's most interesting Challenger Brands. Some of the stories you will read have historical routes; some are centered on my recent experience; some will hopefully inspire you to think and act different at, or with, your company, or even in your life; some will provide you clear, tangible lessons and exercises to use. And, hopefully, all of them will help you perfect the art and science of Challenger behavior.