- Paperback: 326 pages
- Publisher: Diversion Books (October 14, 2014)
- Language: English
- ISBN-10: 1626814236
- ISBN-13: 978-1626814233
- Product Dimensions: 5 x 0.7 x 8 inches
- Shipping Weight: 9.1 ounces (View shipping rates and policies)
- Average Customer Review: 301 customer reviews
- Amazon Best Sellers Rank: #14,592 in Books (See Top 100 in Books)
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Other Sellers on Amazon
+ $3.99 shipping
+ Free Shipping
+ $3.99 shipping
Exponential Organizations: Why new organizations are ten times better, faster, and cheaper than yours (and what to do about it) Paperback – October 14, 2014
|New from||Used from|
See the Best Books of 2018 So Far
Looking for something great to read? Browse our editors' picks for the best books of the year so far in fiction, nonfiction, mysteries, children's books, and much more.
Frequently bought together
Customers who bought this item also bought
"EXPONENTIAL ORGANIZATIONS should be required reading for anyone interested in the ways exponential technologies are reinventing best practices in business.”―Ray Kurzweil, Director of Engineering at Google
“EXPONENTIAL ORGANIZATIONS is the most pivotal book in its class. Salim examines the future of organizations and offers readers his insights on the concept of Exponential Organizations, because he himself embodies the strategy, structure, culture, processes, and systems of this new breed of company.”―John Hagel, The Center for the Edge
About the Author
Salim Ismail is the founding Executive Director at Singularity University, where he moderates most academic programs, and is its current Global Ambassador. Before that, as a vice president at Yahoo, he built and ran Brickhouse, Yahoo’s internal incubator. His most recent company, Angstro, was sold to Google in August 2010. He has founded or operated seven early-stage companies including PubSub Concepts, which laid some of the foundation for the real-time web. He also spent several years as a management consultant with CSC Europe and later with ITIM Associates. Ismail holds a B.Sc. in Theoretical Physics from the University of Waterloo in Canada.
If you buy a new print edition of this book (or purchased one in the past), you can buy the Kindle edition for only $2.99 (Save 67%). Print edition purchase must be sold by Amazon. Learn more.
For thousands of qualifying books, your past, present, and future print-edition purchases now lets you buy the Kindle edition for $2.99 or less. (Textbooks available for $9.99 or less.)
Top customer reviews
There was a problem filtering reviews right now. Please try again later.
Good stuff! What I really like about this book is:
- brain metaphor and acronyms for the internal and external focus. People tend to focus on the external and forget it won't work if you got your internal act together (Steve Jobs and Elon Musk knew/know this best I think).
- the chapters on the types of organisations, where the exponential characteristics are to be implemented. The downside risk and upside gain differ whether you are a real startup, a midsize company or a large multinational. Startup-enthusiasts tend to forget where they are implementing and put existing stuff at unnecessary risk. So good that they warn you to 'copy-cat' the right way.
There is one 'big but' I have on the usage on the usage of term exponential organizations. My objection to the exponential metaphor is that in nature exponential growing stuff is either really bad stuff (diseases such as cancer or ebola) or the end of a bubble (assets in financial markets, ending in a Mynsky Meltup or Meltdown), there are plenty of other examples [armstrongeconomics.com is a fun source for this].
This should also make you wonder on exponential organizations. If you know how to ride the wave towards the top you are fine, but the ride down can be lethal or financially unsound (when not on the shorting end).
When you disrupt something and grow exponential, bear in mind that something allowed you to do so, but might strike you after all (when catching up). Often referred examples Uber and AirBnB are currently predominantly battling with (local) government in the new places they go, and governments. Saying that it now can't be stopped is foolish. History tells us that governments tend to be bad losers, when (potentially) expected tax is involved. So mind your tail(risk).
If you are interested in the subject start-ups you should certainly read book 'Zero to One' of the quoted Peter Thiel. He will share you some 'secrets' to prevent you from attempting to grow before it is good for you.
And IMHO people should stopping using 'disruptive' in every sentence. We sort of know that by now... :-)
As Salim Ismail explains in his eponymous book, an exponential organization (ExO) "is one whose impact (or output) is disproportionately large -- at least 10 times larger -- than its peers because of the use of new organizational techniques that leverage accelerating technologies."
These are its core values, accompanied by my brief annotations:
1. Information Accelerates Everything: But be certain that the information is correct, relevant, and sufficient.
2. Drive to Democratization: True, at least in terms of opportunity and access but establish a meritocratic rewards system.
3. Disruption Is the New Norm: Again true, but meanwhile, remember that revenue pays the bills
4. Beware the "Expert": Wisdom is eternal but expertise must accommodate the work to be done now.
6. Smaller Beats Bigger: Unless the subject is profits. I do agree that not all growth is progress.
7. Rent, Don't Own: This creates options and alternatives while minimizing fixed, depreciating costs.
8. Trust Beats Control and Open Beats Closed: Trust lubricates mutually beneficial collaboration.
9. Everything Is Measurable and Anything Is Knowable: That is true more often than not but not absolute.
Here are the six characteristics of exponential leadership, accompanied by Ismail's comments:
1. Visionary Customer Advocate. "If customers see their needs and desires being attended to at the highest levels, they are much more willing to persevere through the chaos and experimentation that often happens with exponential growth."
2. Data-driven Experimentalist: "To create order out of high-speed chaos requires a process-oriented approach that is ultimately nimble and scalable."
3. Optimistic Realist: "Leaders able to articulate a positive outcome through any scenario, even downside scenarios, will be able to help maintain objectivity within their teams."
4. Extreme Adaptability: "As a business scales and its activities morph, so too must its management...Constant learning is critical to staying on the exponential curve."
5. Radical Openness: "While many [most?] leaders and their organizations ignore most of the criticism and suggestions [from within and beyond], creating an open channel to the crowd [outside of the given C-Suite] and the mechanisms to determine signal from noise can provide new perspectives and solutions, allowing access to whole new layers of innovation."
6. Hyper-Confident: "Two of the most important personality traits for an exponential leader to have are the courage and perseverance to learn, adapt and ultimately, disrupt the given business."
In my opinion, after only a few modifications, these are also the defining characteristics of those who lead small-to-midsize companies as well as those who head divisions, business unites, and even departments in Fortune 100 companies such as those that Ismail examines in Chapter Nine of this book, notably Coca-Cola Company, General Electric, Amazon, Zappos (owned by Amazon), and Google Ventures.
As Ismail explains in Chapter Nine, these forward-looking companies "are implementing the ideas discussed in the previous chapter ["ExOs for Large Organizations"]. Some are building ExOs at their edges; some are acquiring or investing in ExOs in their current market space; still others are implementing ExO Lite [see Pages 228-239].
Long ago, Ezra Pound urged aspiring writers to "make it new." I was again reminded of that challenge as I noted the reference to "new organizations" in this book's subtitle. Salim Ismail urges business leaders not only to make their organizations new but also to make them "ten times better, faster, and cheaper" than their competition. In fact, I presume to suggest that a company's greatest competitor tomorrow will be who it is, what it does, and how it does it today. With organizations as with individuals, most limits are self-imposed.