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The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change Hardcover – May 10, 2012

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The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change + Think Big, Act Small: How America's Best Performing Companies Keep the Start-up Spirit Alive + Hit the Ground Running: A Manual for New Leaders
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Editorial Reviews

Review

"Jennings is clearly becoming "the "successor to Peter Drucker. Once again, he's done a mas-terful job of researching the world for proven insights on how to reinvent a business and drive sustainable, profitable growth. His ideas are simultaneously practical, unexpected, and powerful. Use them every day to succeed."---DAN COUGHLIN, author of the forthcoming"

About the Author

Jason Jennings has spent more than twenty years teaching businesspeople how to build great organizations. He gives more than sixty keynote speeches every year and is the author of two previous business bestsellers: Less Is More and It's Not the Big That Eat the Small, It's the Fast that Eat the Slow. He lives near San Francisco.
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Product Details

  • Hardcover: 256 pages
  • Publisher: Portfolio; 1 edition (May 10, 2012)
  • Language: English
  • ISBN-10: 1591844231
  • ISBN-13: 978-1591844235
  • Product Dimensions: 6.2 x 0.9 x 9.4 inches
  • Shipping Weight: 15.2 ounces (View shipping rates and policies)
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (35 customer reviews)
  • Amazon Best Sellers Rank: #271,762 in Books (See Top 100 in Books)

More About the Author

JASON JENNINGS
Authority on Leadership, Growth and Innovation

Jason Jennings is a researcher and one of the most successful and prolific business and leadership authors in the world and his greatest thrill is helping lead individuals and companies to their full economic potential.

He began his career as a radio and television reporter and was the youngest radio station group owner in the nation. Later, he founded Jennings-McGlothlin & Company, a consulting firm that became the world's largest media consultancy and his legendary programming and sales strategies are credited with revolutionizing many parts of the broadcasting industry.

He traveled the globe in search of the world's fastest companies for his landmark book, It's Not the Big That Eat the Small - It's the Fast That Eat the Slow. Within weeks of its release it hit the Wall Street Journal, USA Today and New York Times Bestsellers Lists. Now published in 32 languages, USA TODAY named it one of the top 25 books of the year!

Next, he and his research teams identified the world's ten most productive companies for his bestseller Less Is More. That was followed by his next book, Think BIG - Act Small, which profiled the only ten companies in the world to have organically grown both revenues and profits by double digits every year for ten consecutive years. Like all his previous books it debuted on all the bestseller charts. His latest book, Hit the Ground Running - A Manual for Leaders reveals the tactics and strategies of the ten CEO's who created the greatest amount of economic value between 2000 and 2009.

His next book for his publisher Penguin Putnam, The Reinventors - How Extraordinary Companies Pursue Radical Continuous Change will be released May 12, 2012 and promises to reveal the secrets of those leaders and organizations that have successfully reinvented and transformed themselves. In total, Jennings and his teams have screened and studied more than 120,000 companies.

Along the way he found time to join forces with well known cardiologist Dr. John Kennedy and coauthor the 2010 Health, Mind and Body bestseller, The 15 Minute Heart Cure -The Natural Way to Release Stress and Heal Your Heart in Fifteen minutes a Day.

Critics call his books, "extraordinarily well researched, insightful, crisply written, accessible, intriguing and a vital resource for everyone in business," and USA TODAY calls Jennings one of the three most in-demand business speakers on the planet along with the authors of Good to Great and In Search of Excellence.

When not traveling the world on research, in search of adventure, and doing eighty keynote speeches each year, Jennings and his family split their time between the San Francisco bayside community of Tiburon, California and their lodge, Timber Rock Shore on a small lake in Michigan's northern peninsula where they share the environment with native moose, bear, deer, wolves and soaring eagles.

Customer Reviews

Most Helpful Customer Reviews

11 of 12 people found the following review helpful By Dan Coughlin on May 11, 2012
Format: Hardcover Verified Purchase
When it comes to Jason Jennings new book, The Reinventors, I would like to quote Neil Diamond: Now, I'm a believer!

Ten years ago I was serving as an outside consultant for a senior-level executive team in a Fortune 200 company. The person in charge of the group talked about reinvention ad nauseam. He would say to his employees, "You need to reinvent yourself. You need to reinvent the way you do employee performance reviews, the way we serve our customers, the way we look as a business, and the way you dress to work." He would pound on his desk, and whenever employees heard the word reinvention their eyes would start to roll. He was so obsessed with reinvention that he practically reinvented his organization to death. He wanted his company to reinvent everything about itself even when it didn't make sense to do so. As a result, I developed an adverse feeling toward the word reinvention.

Then I read this magnificent book, The Reinventors, by Jason Jennings. At the foundation of this book are two tremendously important insights:

First, you should always be willing to reinvent every aspect of yourself, your team, and your organization. Nothing should be sacrosanct. You should be willing to consider for reinvention your values, your mission, your vision, your strategy, your tactics, your products and services, your approach to clients and the marketplace and every other aspect of who you are as an individual, a team, and an organization.

Second, you should never reinvent anything about yourself or your organization unless it makes sense to do so. You should never reinvent some aspect of yourself or your organization just for the sake of reinventing it.

The magic of The Reinventors is found in these two critically important concepts.
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1 of 1 people found the following review helpful By Nathan Ives on February 23, 2013
Format: Hardcover
The Reinventors by Jason Jennings provides a step-by-step method for continuously evolving one’s organization such that it remains ever relevant in today’s rapidly changing business environment. Jason examines not only the change methodology to be employed but provides insights to the key leadership and organizational attributes necessary to effectively reinvent a business. He supports his assertions with detailed examples of how well-known organizations achieved the continuous change driving their ongoing marketplace success.

I particularly like The Reinventors for the soundness of its immediately actionable continuous change methodologies. Jason thoroughly examines all aspects of successful change management; leadership, organization/people, and action. Furthermore, his ‘Action Plans’ at the conclusion of each chapter help the reader focus on the important change principles and can be used to guide action plan development.

Underlying each of Jason’s continuous change principles is a focus on organizational alignment and accountability, the hallmark principles on which StrategyDriven is focused. Vivid, real-world examples serve to bring the principles conveyed to life; making them easy to relate to and helping the reader envision how he or she might take action to reinvent their organization.

The Reinventors‘s immediately implementable, real-world change methods that reinforce organizational alignment and accountability makes it a StrategyDriven recommended read.

All the Best,
Nathan Ives
StrategyDriven Principal
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3 of 4 people found the following review helpful By Loyd E. Eskildson HALL OF FAME on November 5, 2012
Format: Hardcover
Since the Fortune 500 list was first published in 1955, more than 90% of those then listed have been acquired, gone bankrupt, shrunk to becoming inconsequential, or simply closed. If a business isn't growing, people who want more money and responsibility will leave. Nearly twoo-thirds of merged companies stall within a quarter after the announcement almost 905 fail to accelerate growth significantly in the following three years, per McKinsey data. When growth stalls, companies lose up to 75% of their market value and less than half return to healthy (4% or greater) growth. Per Bain research, 90% of businesses routinely fail to earn their cost of capital. The average for all businesses was 1.4% annual growth in the 1990s, less in the 2000s.

Company after company has floundered/failed because it didn't change - eg. Kodak, Sony, Blockbuster. This change must come from the top. 'If it ain't broke, don't fix it' is bad advice. Yet, 85-95% of new products fizzle - thus, change is hardly without significant risk. Suggests making lots of small bets (not what Apple did), and not relying on big mergers or risky new investments. Yet, Jennings also tells us that Coke and Yahoo were too timid - passing up opportunities to acquire Pepsi and Google, repectively. (Mergers and acquisitions are especially problematic because they increase complexity due to incompatible systems.)

Interesting and seemingly compelling. Until the reader reflects on the advice given in some other books - Jim Collin's 'Great by Choice' recommends small, incremental goals while others recommend big, audacious goals. The authors almost always violate basic principles of statistical analysis, and so does Jennings - his material is mostly anecdotal!
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