- Hardcover: 224 pages
- Publisher: FT Press; 1 edition (June 6, 2010)
- Language: English
- ISBN-10: 0137083645
- ISBN-13: 978-0137083640
- Product Dimensions: 6.2 x 0.7 x 9.3 inches
- Shipping Weight: 1 pounds
- Average Customer Review: 54 customer reviews
- Amazon Best Sellers Rank: #1,176,789 in Books (See Top 100 in Books)
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Doing Both: Capturing Today's Profit and Driving Tomorrow's Growth 1st Edition
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From the Back Cover
“Doing Both shows how Cisco turns business questions into market answers, offering real-life examples that will benefit forward-looking leaders.”
—Jeff Immelt, Chairman and CEO, GE
“The best business books build around a single idea, often contrarian and counterintuitive. Everyone knows you can’t have your cake and eat it, too. One of the first things you learn at business school is that management is about making difficult choices. Well, not always. This book persuades the reader that in decision making ‘and’ is often better than ‘or.’ Well worth the read.”
—Sir Terry Leahy, CEO, Tesco
“Companies are often confronted with false choices, such as disruptive or sustaining innovation and optimization or reinvention. This book draws on Cisco’s impressive track record over the last decade to illustrate that the correct strategy is always to do both.”
—Ratan Tata, Chairman, Tata Group
“I have a very short personal list of ‘most-admired companies,’ and Cisco is one of them. Its management team has figured out how to break many ‘either-or’ tradeoffs that limit most companies’ abilities to innovate and grow. This book is a lucid, cogent chronicle of how they do this. Your entire management team should read it.”
—Clayton Christensen, Robert & Jane Cizik Professor of Business Administration, Harvard Business School, and author of The Innovator’s Dilemma
“Insightful recommendations from a key executive within Cisco, the game-changing leader in networking for the Internet.”
—Garth Saloner, Philip H. Knight Professor, and Dean, Graduate School of Business, Stanford University
“Doing Both brings together many powerful lessons behind the story of Cisco, a company with a long record of delivering consistent innovation and strong business results. I encourage senior executives to embrace the challenges presented in this thoughtful book.”
—Dominic Barton, Global Managing Director, McKinsey & Company
Over the past seven years, in a highly unstable global economy, Cisco doubled revenue, tripled profits, and quadrupled earnings per share. How? By Doing Both . When companies face key strategic decisions, they often take one path and abandon the other. They focus on innovation and new business at the expense of core businesses or vice versa. They stress discipline and sacrifice flexibility. They focus on customers and ignore partners. And they struggle. There is a better way: Doing Both. Doing Both means approaching every decision as an opportunity to seize, not a sacrifice to endure. It means avoiding false choices, reduced expectations, and weak compromises. It means finding ways to make each option benefit and mutually reinforce the other. In this book, Cisco Senior Vice President Inder Sidhu explains why “doing both” is today’s best strategy. Then, drawing on Cisco’s hardwon insights and the experiences of companies like Procter & Gamble, Whirlpool, and Harley-Davidson, Inder presents a complete blueprint for “doing both” in your organization, too.
Win by Doing Both!
• Sustaining and Disruptive Innovation
• Existing and New Business Models
• Optimization and Reinvention
• Satisfied Customers and Gratified Partners
• Established and Emerging Countries
• Doing Things Right and Doing What Matters
• Superstar Performers and Winning Teams
• Authoritative Leadership and Democratic Decision Making
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Top customer reviews
At the start, I was reminded of another book The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Robert Martin, which present a similar concept (integrative thinking) at a more clinical level. He describes the habit of parallel or complex thought - instead of a simple succession of thoughts in linear order, the procedure is complex, and the mind appears to be possessed of the power of simultaneous vision from different standpoints. Martin suggests that integrative thinking can be taught, although largely it is not, certainly something we might consider. Integrative thinking produces possibilities, solutions, and new ideas. It creates a sense of limitless possibility. Conventional thinking hides potential solutions in places they can't be found and fosters the illusion that no creative solution can be found.
Inder takes integrative thinking to the business level through his magnificent stories exploring ways to do both:
* Sustaining and Disruptive Innovation
* Existing and New Business Models
* Optimization and Reinvention
* Satisfied Customers and Gratified Partners
* Established and Emerging Countries
* Doing Things Right and Doing What Matters
* Superstar Performers and Winning Teams
* Authoritative Leadership and Democratic Decision Making
I thoroughly enjoyed reading this book, I'm sure you will too.
Inder Sidhu is the Senior Vice President of Strategy & Planning for Worldwide Operations atCisco, and the author of Doing Both: How Cisco Captures Today's Profits and Drives Tomorrow's Growth. Follow Inder on Twitter at @indersidhu
On the other hand the innovation and sustainable business precepts are good and well explained.
Despite this though, I failed to finish the last 20% of the book.
We've seen parts of the both-and theory at work in business through co-opetition. However, simple collaboration habits often times do not include the factors that influence business success. Some people might think that today's collaborator would more likely be a new college graduate who works for a start-up technology company who uses a BlackBerry to increase personal productivity.
But, there is more to it than that. Both-and is allowing product innovation and the balancing of many seemingly conflicting goals to be maintained within an organization. Profitability is enabled by balancing seemingly conflicting purposes, not by choosing one or the other.
Inder Sidhu addresses multi-evolutionary product development agendas with a very elegant way of "Doing Both" things. Cisco has become a role model of sorts, where workers are empowered with personalized services, choice, and work-life balance in a human network to get their work done and make organizations thrive. The opening analogy on doing both form and function with the Golden Gate Bridge Bridge is very powerful as it became the symbol for Cisco.
Hopefully their example will inspire you to influence your current environment with the expectation that cultural factors influencing collaboration will include role modeling by senior leaders, a formal collaboration process, tools, training and rewards that will work for you.
"Doing Both" provides insight that will help ease the transition from the old management style to this new more profitable one. This book earns 5 stars because it is inspiring, insightful, and most importantly, practical. It is very well written and is fluid as well as engaging. It very proactively makes the both-and theory come across as quite believable and doable.
This book represents some fresh thinking to current business challenges. Definitely worthwhile spending some serious focus time on.
Let me also tell you about another new business challenge that I believe would be just as important spending some good focus time on...it is proactive managing your online reputation. In addition to "Doing Both" I would highly recommend getting Wild West 2.0: How to Protect and Restore Your Reputation on the Untamed Social Frontier.
Even though Cisco is a great company, it still has customer problems ... and you will to. It is inevitable that you will get some bad product reviews, or even worse, revengeful customers who will try to ruin your company's online reputation. Wild West 2.0 tells you exactly where to look for reputation problems and then how to repair them. Internet Reputation Management should not be delegated to your webmaster. From my experience it is now a critical management and marketing issue that concerns everyone from the CEO on down.