Placing emphasis on flexible, counter-intuitive decision-making, a pioneering young management guru calls for a brand new way of doing business in the current sticky economic conditions, where conventional wisdom fails.Why is Microsoft turning a blind eye to software piracy in China?Why has Toyota capped production of the best-selling Scion?Why did Rupert Murdoch risk $580 million on MySpace?"Business today requires new perspectives," argues Peter Sheahan, one of the youngest and fastest-rising international business consultants. In Flip he shows that to succeed in turbulent financial times, companies must distinguish themselves by finding a new way of doing business, one that systematically re-examines every single aspect of running a company.Flip reveals what the superstars of modern business have in common: an ability to "flip" - to think counter-intuitively and then act boldly, with no regard for business-as-usual conventions. The only rule: there are no rules.Those who heed Sheahan's proven advice will be well placed to join other "flipstars" including entrepreneurs Richard Branson and Rupert Murdoch, and such visionary companies as Google, Toyota and Apple. By learning to "flip" you can future-proof your organisation and your career while those who run with the pack and stick to the business school curriculum will find themselves perilously left behind.Presenting perennial wisdom in a fresh new way, Sheahan shows today's decision makers how to embrace change and successfully operate in a challenging economy that runs on new ideas.
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Not yet 30 years old, Peter Sheahan is globally recognised as a leading expert in workforce trends and generational change. One of the world's foremost strategic thinkers and business consultants, his hugely successful consulting practice has advised clients such as Coca-Cola, L'Oreal, NewsCorp, Microsoft, Harley-Davidson and Ernst & Young. He lives in Sydney.From Publishers Weekly:
Sheahan, consultant and Young Turk of the business world, turns conventional wisdom around to discover marketing techniques effective with today's younger consumers, "who can't go to the toilet without phoning five of their friends." Sheahan puts forth business model-shattering concepts like gaining control by giving it up: allowing customers, networks and rank-and-file employees to improve products through feedback, interaction and inclusiveness. He even "flips"conventional thinking on outsourcing: "It is one thing to make products or do the paperwork for the world cheaply, and it is another entirely to innovate, design and sell goods and services to the world's advanced consumer markets." Sheahan illustrates his points convincingly with examples pulled from the business headlines, though some of his ideas may strike readers as overly dramatic and hard to follow, like putting as much effort into staff satisfaction as into customer satisfaction. Elsewhere, readers will find business fundamentals updated ("absolutely, positively sweat the small stuff" and "you've got to be fast, good, cheap, and more!"), and increasingly familiar lessons on exploiting a niche ("Mass-market success: Find it on the fringe"). Business owners and decision makers trying to capture the hearts and minds of today's younger consumers will find this a helpful guide.
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