The High-Speed Company: Creating Urgency and Growth in a Nanosecond Culture

The High-Speed Company: Creating Urgency and Growth in a Nanosecond Culture

Language: English

Pages: 240

ISBN: 1591847362

Format: PDF / Kindle (mobi) / ePub


The only way to ensure your company’s success is to change faster on the inside than the world is changing on the outside

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, Jennings proved that speed was the ultimate competitive advantage. But in 2015, companies of all sizes still struggle to adapt quickly. They know it’s crucial to their future but need help to get everyone implementing speed and urgency at all levels.

Jennings and his researchers have spent years up close and personal with thousands of organizations around the world—figuring out what makes them successful in both the short and long term. He understands the real challenges that keep more than eleven thousand CEOs, business owners, and executives up at night. And he knows how the best of the best combine speed and growth to deliver five times the average returns to shareholders.

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. These companies burn less energy, beat the competition, and have a lot of fun along the way.

Jennings shows how you can implement the same strategies that have made companies such as CoBank, O’Reilly Auto Parts, Grainger, Henry Schein, Google, and Johnson & Johnson great, including:

   •  Encouraging employees to make the right moves without hesitation. J.M. Smucker has done this well by creating five guiding principles that employees at every level can apply to faster individual decision making.
   •  Doing more to constantly innovate and bring in new customers. Besides spending more than $2 billion on research and development, Procter & Gamble sends its senior executives to the homes of families who use their products in one hundred different countries, to learn their stories and connect with them, gaining fresh insights for new products.
   •  Being transparent about management decisions. Sonic Corp. knows this is the best way to drive trust and engagement with both employees and customers.

Breathe easier. Handle any hurdle. Get things done faster. That’s the way of the high-speed company . . . and Jennings shows you how to build and sustain your own.

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The Creative Manager's Pocketbook (Management Pocket Book Series)

The Oz Principle: Getting Results Through Individual and Organizational Accountability

Assessing Business Excellence

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

making the world a better place, worked night and day to chase their purpose, occasionally catching a few hours of sleep in their cubicles and then starting all over again. Within only a few years, their speed resulted in the company’s going public, in the process creating three billionaires and more than twelve thousand employee millionaires. For years Microsoft was the most innovative high-tech company on the planet and then, as soon as it started taking its success and predictable cash flow

assigned them this task—and believe me, I’ve heard every possible excuse for not doing it. “I’m too busy,” “I have people who do this for me,” “I have more important things to do” . . . On and on the excuses have gone. The seat in the office is more comfortable but the seat in the car is always more profitable. Take the plunge and jump in first. I also promise you that once you’ve jumped in, everyone else will want to emulate you and do the same. These ten visits, done alone by you, will teach

Stearns, America’s seventh-largest financial company, worth $6.7 billion on a Wednesday, accepted a fire-sale offer of just $236.2 million on Sunday. The head of the SEC blamed a “lack of confidence, not a lack of capital” for the incredible $6.4 billion loss in value in only four days. “Lack of confidence” sounds like a politician’s way of saying people didn’t believe a word they said and didn’t trust them to do the right thing. All I can wonder is, what’s the likelihood that James Cayne,

meetings, small groups, or even big annual conferences are not sufficient to achieve clarity. Nobody’s words are such a powerful elixir that an occasional magical spoonful is good enough to get the job done. Like a daily vitamin regimen, a healthy eating program, or any other self-improvement project, it’s an all-the-time commitment. Clarity takes obsessive practice and discipline. Robert Greene, best-selling author of Mastery, argues persuasively that when it comes to mastering a skill, time is

right?’ and ‘Here’s how I’m measuring it. Am I missing something?’ It’s an iterative process and I stay with it until I’ve got specific and measurable answers.” • Read between the lines. Roger Vergé, the great French chef and mentor to many younger four-star chefs, respected natural intuition and instinct, knowing that great creativity lies in the heart and bears fruit when you have the courage to use your instincts. So he gave his students this unconventional cooking advice: “A recipe is

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