Breaking Away: How Great Leaders Create Innovation that Drives Sustainable Growth--and Why Others Fail

Breaking Away: How Great Leaders Create Innovation that Drives Sustainable Growth--and Why Others Fail

Language: English

Pages: 304

ISBN: 007175394X

Format: PDF / Kindle (mobi) / ePub


Innovation Leaders Praise Breaking Away

“Finally, innovation in a framework that is clear, insightful and easy to put into practice. This is a must read.”
―Angela Ahrendts, Chief Executive Officer, Burberry

Breaking Away has a clear and important message: that innovation―the dogged pursuit of new solutions to old problems―is often the defining feature of a successful endeavor, be it a research project, a corporation or a society.”
―Dean Kamen, CEO, DEKA, inventor of the heart stent, the Segway, and many other transformational innovations

“Using case studies and real examples, Jane Stevenson and Bilal Kaafarani uncover the missing ingredient in innovation―getting the most from your people. This book shows you how companies can excel.”
―Joel Kurtzman, Milken Institute and Wharton’s SEI Center for Advanced Studies in Management

“Innovation requires top leadership with courage and passion to win. With its four levels of innovation. Breaking Away provides a great road map for success. A must read for any executive.”
―Denise Morrison, Board Member, COO and CEO Elect, The Campbell Soup Company

“A fabulous read! Breaking Away artfully defines innovation and clarifies the critical role leadership plays in nurturing the right culture for innovation and growth.”
―Marco Jesi, Chairman of the Board, Limoni Profumerie S.P.A.

“At last, a book that captures the critical role leadership plays in enabling a culture where innovation is stimulated, valued, supported and celebrated. The authors have gone deep to understand what the best CEO’s do to develop continuous innovation as a competitive edge. Breaking Away gives us a clear framework to make that happen in every organization.”
―Cynthia McCague, Board of Directors, Monster.com and former SVP Human Resources, The Coca-Cola Company

”Stevenson and Kaafarani 'break away' from traditional thinking to converge on a powerful thesis that will forever change how we view innovation.”
―Judith Glaser, CEO Benchmark Communications, Inc, and the bestselling author of Creating We and DNA of Leadership

“A how-to guide on inspiring a culture of innovation in your workplace.”
―CIO Insight’s Best Business Books for 2011

About the Book

The key to generating growth and shareholder value today is the ability to develop and embed innovation into every facet of business. But how do you do that?

Leadership. It takes a business leader with vision and a sense of accountability to merge corporate culture and innovation processes into a powerful, self-sustaining engine that dominates markets. Without that kind of leadership, a company is just spinning its wheels.

Breaking Away provides the framework to be that leader―and to create other leaders who will drive your company into a future of profits and growth.

Pioneers in the field of innovation leadership, Jane Stevenson and Bilal Kaafarani provide a simple but powerful model for breaking away from your industry pack by fully utilizing your employees, technology, and resources. You’ll learn how:

  • Ford beat Toyota in the race to create the first hybrid (and why everyone thinks it was vice versa)
  • GE’s development of a locomotive battery makes planet earth more sustainable
  • Skype landed 480 million registered users in its first four years of business
  • Emirates airline has grown from a small, regional carrier to one of the world’s top three airlines

Different organizations, different industries . . . one thing in common: a cadre of leaders who understand the nature of innovation, develop well-defined priorities, and maintain a powerful sense of accountability.

Breaking Away will change the way you approach leadership and innovation―and put you on the road to market domination.

Big Data Marketing

Business Database Systems

The Etiquette Edge: The Unspoken Rules for Business Success

The Smartphone: Anatomy of an Industry

The Reagan Persuasion: Charm, Inspire, and Deliver a Winning Message

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

despite feeling intimidated, they share his vision of reality for the company. Without a doubt, one of his greatest talents is his ability to express ideas to teams for realization and then to inspire them to achieve what seems unachievable. Within a year of Jobs’ return, Apple was on its legendary comeback track. In 1998, Jobs introduced the iMac. Built from 95 96 PART 2 THE LEADERSHIP EQUATION the ground up with the masses in mind, its simplicity set the tone for generations of new

develop an organizational structure that accommodates your team and works within the innovation culture and structure of your business. To assess the team health of your organization, answer the following set of questions. Be as honest as possible in your assessment and get outside validation to make sure what you believe to be true is actually the case. Are you ready? What kind of team support do you have? 1. Does everyone in your organization personally understand its vision and strategy? 2.

requires different talents, a different personality, and a different leadership style to maximize potential. Equally as important as having the right personality for the job is providing the right environment for that leader to succeed. Think about it. You wouldn’t use a Formula One racing car to explore the rugged Australian outback, nor would you drop a Hummer onto an Indy 500 track. Both are great performers in the right environment, but driven out of their element, the results can be

twenty-fi rst century, and never before in human history have consumers been faced with such an abundance of goods and services, so many choices and so many ways to purchase. It’s overwhelming, and for many people, accumulating possessions just isn’t that important anymore. The reason for this attitude is simple. In much of the developed world, people have most of what they need, but what they want has changed. They’re no longer at the bottom of Maslow’s hierarchy of needs, where people have to

killers like corporate politics, fear, control, and myopic vision muddle communication, confuse priorities, and derail progress. It’s not a pretty picture. But it’s one every leader needs to see, because sometimes, in order to build new worlds, you have to tear down old ones. ACTIVATING PEOPLE Growing an Innovation Culture Over the past quarter century, both of us have worked with some of the most pedigreed companies in the world. We’ve also traveled the entire globe more than once and been

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