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For most businesses, success is fleeting. There are only two real choices: stick with the status quo until things inevitably decline, or continuously change to stay vital. But how? Bestselling leadership and management guru Jason Jennings and his researchers screened 22,000 com­panies around the world that had been cited as great examples of reinvention. They selected the best, verified their success, interviewed their leaders, and learned how they pursue never-ending radical change. The fresh insights they discovered became Jennings's "reinvention rules" for any business. The featured companies include: Starbucks-which turned itself around by mak­ing tons of small bets on new ideas. Fresher store designs, better food products, and free Wi-Fi were a few of the results. Apollo Tyres-which launched the Apollo Academy to train everyone and reinvented how it finds, keeps, and grows people. It went from five hundred million to two billion in annual sales in only a few years. Arrow Electronics-which found success by solving problems that drove its customers crazy and has become a twenty-billion-dollar electronics giant by shifting its focus from selling commodities to custom tailoring solutions. Smithfield Foods-which faced a PR crisis over the way it slaughtered animals and polluted the environment and transformed itself by hiring an environmental activist and empowering him to transform the company's ethos. If you're ready to toss same old, same old out the door, The Reinventors will become your road map to successfully pursuing continuous change. It will help your company stay relevant for years to come.
The book that answers the most fundamental question in business: Where Will I Make a Profit Tomorrow? Why do some companies create sustained, superior profits year after year? Why are they always far ahead of their competitors in discovering the ever-changing profit zones of their industry? Why do others languish as their traditional way of doing business turns into a no-profit zone? The Profit Zone provides the answers. It is a brilliant, original, and practical explanation of how and why high profit happens.
This book addresses a seemingly simple question: Just how many people really work for the federal government? Official counts show a relatively small total of 1.9 million full-time civil servants, as of 1996. But, according to Paul Light, the true head count is nearly nine times higher than the official numbers, with about 17 million people actually providing the government with goods and services. Most are part of what Light calls the "shadow of government"—nonfederal employees working under federal contracts, grants, and mandates to state and local governments. In this book--the first that attempts to establish firm estimates of the shadow work force-- he explores the reasons why the official size of the federal government has remained so small while the shadow of government has grown so large. Light examines the political incentives that make the illusion of a small government so attractive, analyzes the tools used by officials to keep the official headcount small, and reveals how the appearance of smallness affects the management of government and the future of the public service. Finally, he points out ways the federal government can better manage the shadow work force it has built over the past half-century.
No one knows the ins and outs of successful companies better than bestselling author Jason Jennings. Back in 2001, with It's Not the Big That Eat the Small, It's the Fast That Eat the Slow (HarperBusiness, 2011), Jennings proved that speed was the ultimate competitive advantage. The High-Speed Company reveals the unique practices of businesses that have proven records of urgency and growth. The key distinction is that they've created extraordinary cultures with a strong purpose, more trust and relentless follow-through.
Jennings shows you how the world's most successful companies stay relevant through constant transformation.
The nation's federal, state, and local public service is in deep trouble. Not even the most talented, dedicated, well-compensated, well-trained, and well-led public servants can serve the public well if they must operate under perverse personnel and procurement regulations that punish innovation and promote inefficiency. Many attempts have been made to determine administrative problems in the public service and come up with viable solutions. Two of the most important—the 1990 report of the National Commission on the Public Service, led by former Federal Reserve chairman Paul A. Volcker, and the 1993 report of the National Commission on the State and Local Public Service, led by former Mississippi Governor William F. Winter—recommended "deregulating the public service." Deregulating the public service essentially means altering or abolishing personnel and procurement regulations that deplete government workers' creativity, reduce their productivity, and make a career in public service unattractive to many talented, energetic, and public-spirited citizens. But will it work? With the benefit of a historical perspective on the development of American public service from the days of the progressives to the present, the contributors to this book argue that deregulating the public service is a necessary but insufficient condition for much of the needed improvement in governmental administration. Avoiding simple solutions and quick fixes for long-standing ills, they recommend new and large-scale experiments with deregulating the public service at all levels of government. In addition to editor John DiIulio, the contributors are Paul A. Volcker, former chairman of the Federal Reserve, now at Princeton University; former Mississippi Governor William F. Winter; Gerald J. Garvey, Princeton; John P. Burke, University of Vermont; Melvin J. Dubnick, Rutgers; Constance Horner, former director of the Federal Office of Personnel Management, now at Brookings; Mark
Over the last quarter century, governments around the world have launched ambitious efforts to reform how they manage their programs. Citizens have demanded smaller, cheaper, more effective governments. They have also asked for more programs and better services. To resolve this paradox, governments have experimented with scores of ideas to be more productive, improve performance, and reduce costs. In this new edition of T he Global Public Management Revolution, Donald F. Kettl charts the basic models of reform that are being employed worldwide. Reviewing the standard strategies and tactics behind these reforms, Kettl identifies six common core ideas: the search for greater productivity; more public reliance on private markets; a stronger orientation toward service; more decentralization from national to subnational governments; increased capacity to devise and track public policy; and tactics to enhance accountability for results. Kettl predicts that reform and reinvention will likely become mantras for governments of all stripes. Ultimately, this strategy means coupling the reform impulse with governance—government's increasingly important relationship with civil society and the institutions that shape modern life.
The Age of Disruption Today’s disruptive, tumultuous, and ever-changing global business environment shows no signs of slowing. Authors Shane Cragun and Kate Sweetman believe it is time for a wake-up call to those hoping to thrive in the 21st century. Reinvention is the first business book to propose a simple algorithm, common principles, and set of tools that apply to both individuals and organizations facing disruptive and radical change. The ability to pivot quickly, profoundly, and effectively might be the most important core competency individuals and organizations must attain in order to prosper in the new economy. And it isn’t enough to be able to change when they have to; leaders must change before they have to, in proactive ways that allow their organizations to leverage incoming global shockwaves to accelerate performance. Cragun and Sweetman use contemporary examples to drive important points home. Key strategies are couched in metaphors to create visual maps that will help the reader implement their new learnings at the moment of need. The stories and case studies are compelling, eclectic, and global, and take the reader beyond just the world of business. Reinvention includes chapter insights written by six global experts from six different geographical business regions around the globe.

Has Government Been "reinvented"?

United States. Congress. Senate. Committee on Governmental Affairs. Subcommittee on Oversight of Government Management, Restructuring, and the District of Columbia

Published: 2000

Total Pages: 88


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