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Peripheral Vision: Detecting the Weak Signals That Will Make or Break Your Company Hardcover – May 1, 2006
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Top Customer Reviews
In this context, I am reminded of one of Peter Drucker's insights in an article he wrote for Harvard Business Review which appeared in 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." And even if sufficient knowledge has been obtained and those who possess it know what to do and how to do it, that by no means guarantees that effective action will be taken. This is one of the key points which Jeffrey Pfeffer and Robert I. Sutton make in The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action. Of special interest to me is the "Strategic Eye Exam" provided by Day and Schoemaker in Appendix A.Read more ›
By George Day & Paul Schoemaker
`Peripheral Vision' has quite a catchy title. For all intents & purposes, it is a very fascinating book, filled with superb insights.
From my perspective, `Peripheral Vision' rides on a much larger issue that has strategic ramifications for businesses as well as for individuals in today's chaotic world. Mercer Management Consulting calls it `Strategic Anticipation' & they define it as `the ability to get it, to spot an emergent opportunity & chart a path there before the competition does.' In fact, one of their VPs, Adrian Slywotzky, has even written a book about it in the late 90's. It's called `Profit Patterns' which provides a powerful discipline to see order beneath the chaos, based on the company's ground-breaking research into over 200 companies in 40 industries. They have identified some thirty patterns.
I call it anticipatory prowess.
The two authors of `Peripheral Vision' come with excellent credentials. George Day wrote `Market Driven Organisation' & `Market Driven Strategy'. Paul Schoemaker wrote `Profting from Uncertainty' & `Winning Decisions.' The four books have been my personal favourites.
I must compliment the two authors for coming up with a seven stage systemic process model in `Peripheral Vision.' It provides practical tools & strategies for building a vigilant organization that is readily attuned to external environmental changes. The `Strategic Eye Exam', which has been well thought of, is a real gem. The same model & tools can also apply to the individual.Read more ›
That is exactly what this book provides. The book is easy to read and structured well, essentially taking the reader through a clear 7 step process on how to anticipate and respond to changes. The Appendix at the end that details the "Strategic Eye Exam" serves as a useful starting questionnaire.
The book will be a very good read for those who believe that the world around them changes quickly and want to develop a BU or company wide process to learn, evaluate and act on those changes, including the ability to discard the red herrings.
Most Recent Customer Reviews
This book is the most intriguing book I have read in outlining a truly strategic system for running a business. Read morePublished on April 10, 2007 by Shannon Rehm
This book takes a very practical approach at describing the impact of market conditions on corporate strategies and provides a framework for how to deal with what you can't control... Read morePublished on March 8, 2007 by Kindle Customer
A decent book, I found the information to be useful and beneficial especially since I work at a firm that has little, if any "peripheral vision". Read morePublished on January 3, 2007 by G. C. Raspa
Day and Schoemaker have written a fascinating book on how to increase one's vigilance, all wrapped up in a larger tale of Darwinian ophthalmology. It's a book of the times. Read morePublished on November 12, 2006 by Mark
I've had the honor of taking a class taught by George Day and after he brought up the topic of peripheral vision in class, I have been fascinated by the topic. Read morePublished on November 7, 2006 by F. Huang
Sometimes the numbers don't tell the story, the noise on the peripheral does. Often that noise is small - a blog post, an irate customer, a competitor changing thier business. Read morePublished on August 10, 2006 by Jim Estill
For a number of years, business books have been extolling the virtues of responding sooner and more appropriately to what stakeholders (employees, customers, users, distributors,... Read morePublished on August 4, 2006 by Donald Mitchell