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Power of Pull Paperback – December 4, 2012
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In this revolutionary book, three doyens of the Internet age, whose path-breaking work has made headlines around the world, reveal the adjustments we must make if we take these changes seriously. In a world of increasing risk and opportunity, we must understand the importance of pull. Understood and used properly, the power of pull can draw out the best in people and institutions by connecting them in ways that increase understanding and effectiveness. Pull can turn uncertainty into opportunity, and enable small moves to achieve outsized impact.
Drawing on pioneering research, The Power of Pull shows how to apply its principles to unlock the hidden potential of individuals and organizations, and how to use it as a force for social change and the development of creative talent.
The authors explore how to use the power of pull to:
- Access new sources of information
- Attract likeminded individuals from around the world
- Shape serendipity to increase the likelihood of positive chance encounters
- Form creation spaces to drive you and your colleagues to new heights
- Transform your organization to adapt to the flow of knowledge
The Power of Pull is essential reading for entrepreneurs, managers, and anybody interested in understanding and harnessing the shifting forces of our networked world.
- Print length295 pages
- LanguageEnglish
- Publication dateDecember 4, 2012
- Grade level8 and up
- Reading age13 years and up
- Dimensions5.5 x 0.74 x 8.25 inches
- ISBN-100465028764
- ISBN-13978-0465028764
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Editorial Reviews
Review
This is a seminal work that explores the personal and professional implications of a powerful convergence of technologies, ranging from in memory databases for speed, massive parallel processing in the cloud, access via telephone for anything, anytime, everywhere. We are just beginning to understand what this means for us. The authors help us to understand where and how pull will change our lives and our work given the new digital infrastructures re-shaping our landscape. It offers us a roadmap that we neglect at our peril.”
John Doerr, Partner at Kleiner Perkins Caufield & Byers venture capital
"The Power of Pull is a powerful new meme for navigating and networking in the 21st century.”
Harvard Business Review
In a ferociously dynamic world, what happens if we can't plan but can only adapt? We must move, say the authors, from push to pull. At the center of the pull strategy is an individual (not a corporation) who has access to knowledge flows, takes advantage of porous boundaries and serendipitous interactions, and occupies new creative spaces to achieve a novel order of performance. I know. It's a complex model with several moving parts. But it makes for an exhilarating read as the authors sublimely reinvent the world of enterprise."
Joichi Ito, CEO of Creative Commons and Internet venture investor
Connecting many important threads through beautiful metaphors and wonderful narratives, the authors provide both a mind-expanding view of how the world is changing and a solid framework and context to approach the future for anyone interested in surviving and enjoying it.”
John Naisbitt, author of Megatrends
In times of unprecedented change, we as individuals and institutions can have extraordinary leverage and influence if we marshal the passion, knowledge and resources necessary to achieve great things. The Power of Pull empowers and guides us to make the most of today's enormous possibilities.”
Richard Florida, author of The Rise of the Creative Class and The Great Reset
Stop whatever you are doing and read this amazing book. The authors totally nail it. Digging beneath the surface of stuff that distracts us on a daily basis, they unpack the deep forces that really truly matter and provide a guidebook each of us can use to unleash passion, transform how and why we work, and restore destiny and dignity to our lives.”
Mark E. Tucker, Former Group Chief Executive of Prudential plc, Member of the Court of the Bank of England
We live in a global village, where borders are blurred, where all humanity could and should be responsible for the well-being of others. The Power of Pull proposes fresh insights that coalesce into a powerful way forward in this new world. This erudite manual for change is a testament to the creativity and insight of its authors.”
Marc Benioff, CEO of Salesforce.com
As social media and enterprise cloud computing continue to exert their democratizing influences, the Power of Pull will become a key principle for success. The individuals who learn how to use these tools most effectively are the ones who will pull their institutions into new heights of rapid innovation, improved performance and significant achievement.”
Walter Isaacson, President and CEO, the Aspen Institute, and author of Einstein: His Life and Universe
This brilliant and exciting book shows how to pursue your passions by harnessing the power of networks. Success no longer comes from possessing knowledge; instead, you have to participate with others in creating a flow of knowledge. The power of pull'the ability to draw out people and resources for each endeavorcan transform both individuals and institutions.”
William Jefferson Clinton, 42nd President of the United States of America
The Power of Pull examines the how question”how can we effectively address our most pressing challenges in a rapidly changing and increasingly interdependent world? In The Power of Pull, John Hagel, John Seely Brown, and Lang Davison highlight fascinating new ways in which passionate thinking, creative solutions, and committed action canand willmake it possible for us to seize opportunities and remain in step with change.”
Newt Gingrich, former Speaker of the U.S. House of Representatives
The Power of Pull will do for our 21st-century information-age institutional leadership what Peter Drucker's The Concept of the Corporation did for industrial-era management. This book begins to create a body of learnable principles that will revolutionize our ability to access and work with knowledge flows.”
Eric Schmidt, Chairman and CEO of Google
Hagel, Brown, and Davison have given us a provocative and insightful look at the power of today's knowledge flow. If you want to meet the challenges of working and living in the 21st century, this book should be your guide.”
About the Author
John Seely Brown is the independent co-chairman of the Deloitte Center for the Edge and a visiting scholar at the University of Southern California. He is co-author of the bestselling book The Social Life of Information. He lives in Palo Alto, California.
Lang Davison was the exectutive director of the Deloitte Center for the Edge and the collaborating writer for the bestselling and critically acclaimed book Net Gain, Net Worth, authored by John Hagel. He lives in Portland, Oregon.
Product details
- Publisher : Basic Books; Illustrated edition (December 4, 2012)
- Language : English
- Paperback : 295 pages
- ISBN-10 : 0465028764
- ISBN-13 : 978-0465028764
- Reading age : 13 years and up
- Grade level : 8 and up
- Item Weight : 12.4 ounces
- Dimensions : 5.5 x 0.74 x 8.25 inches
- Best Sellers Rank: #1,340,619 in Books (See Top 100 in Books)
- #1,374 in Theory of Economics
- #1,981 in Business Decision Making
- #3,246 in Decision-Making & Problem Solving
- Customer Reviews:
About the authors

John Seely Brown (JSB) is a visiting scholar and advisor to the Provost at University of Southern California (USC) and the Independent Co-Chairman of the Deloitte’s Center for the Edge. Prior to that he was the Chief Scientist of Xerox Corporation and the director of its Palo Alto Research Center (PARC)—a position he held for nearly two decades. He was a cofounder of the Institute for Research on Learning (IRL). He is a member of the American Academy of Arts and Sciences and the National Academy of Education.
JSB is an avid reader, traveler and motorcyclist. Part scientist, part artist and part strategist, his views are unique and distinguished by a broad view of the human contexts in which technologies operate and a healthy skepticism about whether or not change always represents genuine progress.
His unofficial title has become Chief of Confusion focusing on helping people ask the right questions and make sense out of a constantly changing world.

John Hagel III has more than 40 years’ experience as a management consultant, author, speaker and entrepreneur. After recently retiring as a partner from Deloitte, McGraw Hill published in May 2021 his latest book, The Journey Beyond Fear, that addresses the psychology of change and he is developing a series of programs to help people navigate through change at many levels. John has founded a new company, Beyond Our Edge, LLC, that works with companies and people who are seeking to anticipate the future and achieve much greater impact.
While at Deloitte, John was the founder and chairman of the Silicon Valley-based Deloitte Center for the Edge, focusing on identifying emerging business opportunities that are not yet on the CEO’s agenda. Before joining Deloitte, John was an independent consultant and writer and prior to that was a principal at McKinsey & Company and a leader of their Strategy Practice as well as the founder of their E-Commerce Practice. John has served as senior vice president of strategy at Atari, Inc., and is the founder of two Silicon Valley startups.
John is also a faculty member at Singularity University where he gives frequent talks on the mounting performance pressure created by digital technology and promising approaches to help traditional companies make the transition from a linear to an exponential world. He is also on the Board of Trustees at the Santa Fe Institute, an organization that conducts leading edge research on complex adaptive systems. He has also led a number of initiatives regarding business transformation with the World Economic Forum.
John is the author of The Power of Pull, published by Basic Books in April 2010. He is also the author of a series of best-selling business books, Net Gain, Net Worth, Out of the Box, and The Only Sustainable Edge. He is widely published and quoted in major business publications including The Economist, Fortune, Forbes, Business Week, Financial Times, and Wall Street Journal, as well as general media like the New York Times, NBC and BBC. He has won two awards from Harvard Business Review for best articles in that publication and has been recognized as an industry thought leader by a variety of publications and institutions, including the World Economic Forum and Business Week.
John has his own website at www.johnhagel.com, and for many years wrote personal blogs at www.edgeperspectives.typepad.com as well as contributing postings on the Harvard Business Review, Fortune and Techonomy websites. He is active in social media and can be followed on Twitter at @jhagel and on LinkedIn at https://www.linkedin.com/in/jhagel/
John holds a BA from Wesleyan University, a B.Phil. from Oxford University, and a JD and MBA from Harvard University.

Lang joined McKinsey in 1994, and spent the next 13 years as a leader of the Firm's publishing group, including 4 years as editor-in-chief of the McKinsey Quarterly. During that time, he developed and edited more than two hundred articles for the Quarterly and elsewhere, including Harvard Business Review, Financial Times and The Wall Street Journal. He was the collaborating writer behind the best-selling books Net Gain and Net Worth, excerpts from which won the McKinsey Award for best article published in Harvard Business Review in 1999. After leaving the Firm in 2007, Lang co-founded the Deloitte Center for the Edge, where he designed and published primary research into digital technology’s transformation of the global business environment. Published in 2009 as The Shift Index, these “landmark” (HBR) research findings, which have been widely cited in academic and management journals, form the core of Lang’s best-selling book, The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion (co-written with John Hagel III and John Seely Brown), named one of Strategy + Business magazine’s Best Business Books of 2010. Lang is also the author of more than two dozen print and digital articles for Harvard Business Review, including “Shaping Strategy in a World of Constant Disruption” (October, 2008), and “The Big Shift: Measuring the Forces of Change” (July, 2009). Lang rejoined McKinsey in 2015 as the Quarterly's executive editor. He lives in Portland, Oregon, with his wife MJ and two children, Kiki and Keilan.
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They exhort us to increase the level of the individual employee's enthusiasm for their jobs which will increase the organization's productivity; but, they don't show how to increase enthusiasm. This is new?
Hiring people who are enthusiastic about their work has been standard practice for the last 30 years. Interviewers have typically asked highly educated applicants, "What is your passion about doing this work? Do you have a vision of what you might accomplish here if given a free hand?... Wonderful!! Tell me all about it."
The "Power of Pull" suggests that connecting employee enthusiasms to the organization's mission changes the job from a chore into self-generated exhilaration. Employees who have a burning enthusiasm for their work are always at the cutting edge of what's possible. They develop new ideas and keep track of, analyze and quickly incorporate others' discoveries into their own work. Because they work for the 'love of the chase', they and their organizations are usually far ahead of their competition. The momentum of the passionate employee's enthusiasm produces the creative products that enables their organizations to dominate the competition.
To rule their market, leaders want to fill their ranks with enthusiastic self-motivated employee who produce amazing products that sometimes, like the i-phone, skip an entire developmental generation and wows consumers with its advanced features. The delighted customer drops their $45 dumb-phone for a $500 smart-phone and an expensive two-year contract with data.
Why? The smart phone can pull up an essential reference that shows the elements that distinguish a fake from an antique and enables you to find the perfect gift for an essential customer; it finds an Italian restaurant between you and your friend when he calls to meet for lunch; and it takes a picture of a street sign's Chinese ideographs, translates it and speaks it aloud in English confirming that you're on the right path when you drive though China town on the way to an important meeting.
About competition, as the red Queen said to Alice in 'Though the Looking Glass': "It takes all the running you can do to stay in the same place. If you want to get ahead, you must run at least twice as fast!"
To excel companies need stars, employees who live for their work. It's a pity the "Power of Pull" does no more than state a goal. It provides no method or path by which to reach this goal of producing 'pull' in creative employees. Perhaps Hagel and company felt that it's difficult to shape the organization to fit the individual's enthusiasm. It is easier to select individuals who are already passionate about work that fits in with the organization's direction.
On the other hand, John Maxwell shows us how. He gives copious examples of how to motivate employees to to their best and how to make participatory management work. Maxwell's books present motivational tools, participatory management ideas and succinctly summarize vivid examples that show how to develop employee commitment and enthusiasm. His examples show how to produce a more effective organization. Everyone Communicates, Few Connect: What the Most Effective People Do Differently The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You
For example, in one of his books Maxwell presents the case of the commander whose motivating leadership moved his ship from the worst to the best, the consistently highest performing ship in the seventh fleet. It's Your Ship: Management Techniques from the Best Damn Ship in the Navy
Here's how the captain motivated his crew: Commander Michael Abrashoff interviewed each and every person aboard his ship on what they recommended to improve the ship's effectiveness. He then carried out every consistent recommendation of the crew regardless of how unimportant it seemed to be, to show them that he had listened. At the crew's request, the captain contracted with an outside company to paint the ship with a powder coat that never scrapes off or rusts; he thus eliminated the boring scut work of continually scraping and repainting the ship's hull.
The disappearance of this repetitive scut-work left time for the crew to study and improve themselves. Abrashoff collected every self-study training program and position test that he could find; he rewarded crew members who studied, passed skill tests and improved their job performance with shore leaves, letters of commendation to their parents, and promotions. Many crew-members increased three levels in skill and one level in rank every six months. As the crew became more knowledgeable and confident in their jobs, the ship's ability to respond to emergency situations improved markedly.
Abrashoff was also warm and accepting to socially awkward people. In gratitude they became dedicated: they habitually went above and beyond the call of duty to discover answers to problems afflicting their ship and the fleet.
Noting that the Fleet had crippling bottleneck when communicating with the Pentagon, a bright bosun's mate quickly read all of the the fleet's communication equipment manuals and found an answer. The captain immediately informed the Admiral's office about the solution. This one suggestion increased the fleet's capability to communicate with Washington by 1000%. Who'd think that a motivated bosun's mate would solved a problem that had consumed hundreds of hours of professional engineering attention and had greatly hindered the fleet's communications.
The ship's captain made sure that this young crew-member received both the full credit and the substantial financial reward offered by the fleet. [...].
The 'Power of Pull' also suggested that individuals in extremely successful organizations work tirelessly to delight their customers. However, they also sensibly temper that goal with the advice: 'decide who your customer is, and please that one specific group, not everyone.' Knowing who your customer prevents the confusing overload that comes from trying to please everyone. The problem is that they didn't show us how to reach this goal. When Maxwell gives a suggestion, he provides many stories with easily comprehended examples on how to apply his suggestion.
My example of someone motivating the brilliant employee to excellence is shown by the drug company executive John Crowley in the recently released true-life journey movie, "Extraordinary Measures". Crowley, Brendan Frazier's character, introduces the medical investigators to delightful children who have the disease. As a result of their meeting and falling in love with these children, the investigators put aside pride, hurt feelings, and rigid protocols to think creatively about how to move the project forward as quickly as possible so that they could save these children's lives.
Unfortunately, "The Power of Pull" lacks examples like John Crowley's movie that showed how some have motivated creative employee to amazing levels of productivity. To be useful, these authors need to provide densely packed examples of success, near success and failure, and how small motivational actions and goals led to these vastly different results.
We need to know what motivational interventions work, which don't, and what what is required for the effective motivational actions to work. for example, Steve Jobs put the names of the creators of the Mac-II in its case. Did that act of recognition motivate even greater levels of dedication and accomplishment? No. He neglected the rest of the company and demanded 20-hour days from his 'special-forces' employees. Despite his gift of recognition, Jobs also 'pushed' and harassed his picked team.
The Mac-2 group liked the recognition, but it didn't compensate for the effects of parental neglect, marital strain and the jealousy of other employees that the 'favored' employees had to endure.
"The Power of Pull" rehashed but didn't give any useful examples of the old 'excellent organization' principles like, "Delight customer with amazing innovation though getting employees to connect with each other's enthusiasms."
Management gurus have provided similar advice for the years. For example, 25 years ago an author discussed how Hewlett Packard pleases their customer and built enthusiasm between their employees: Dave Hewlett encouraged "management by walking about." Each employee was required to keep a working model of their current project on their desk. The shy, socially-awkward engineers used their models as 'conversation pieces' a point of mutual interest where they could connect and talk to each other. The playful interplay of these brilliant minds added a synergy that produced even better projects as well as a glow of camaraderie between the engineers. The boss could also see how much they improved their projects and complement them for it.
Until recently, HP also displayed a high moral tone that "honored even verbal agreements and that they only benefited their partners."
Their stance brought HPs partners to both trust and feel indebted to them. In gratitude their partners often went out of their way to try to help HP succeed. HP's current financial problems may be due to their abandoning their principle of cooperation and never fighting allies.
There's nothing new or amazing about "The Power of Pull". The only new idea is Hagel and Company's focal emphasis on 'employee enthusiasm.' The book is a pudding with a few cherries in it. It's hard to distinguish it from every other Organizational Behavior textbook written by professors who recycle professional mush into a readable popular-press books. I understand their motivation. Since their survival requires publishing, they might as well make money on it. However, this kind of publications is never earthshaking and rarely useful.
The problem is hype. In "The Power of Pull" Halgel, Brown and Davison imply that they're creating something amazing, like a near-earth space plane that could travel from Los Angeles to Sidney Australia in 2 hours instead of 20. In truth they're merely refurbishing theories without providing useful examples. This book is like a 70-year-old egg-beater plane that strains, shudders and jumps as it slowly leave the ground and takes 48 hours to complete the usual 20-hour flight.
The "Power of Pull" provides no motivational tools to improve employee enthusiasm or commitment.
In the Introduction, the authors write: "If we are going to succeed in this rapidly changing world, we face two challenges: making sense of the changes around us, and making progress in this increasingly unfamiliar world. .... This book takes on both challenges--it is our goal to help you make sense and to help you make progress." The authors further clarify their purpose behind this book in the epilogue: "Our hope, though, is that by exploring the power of pull and providing a high-level road map for all of us as we seek to navigate the difficult journey from the world of push to the world of pull, we can enable our readers to overcome the fear by helping them to understand the real opportunities that lie ahead for those of us who master these techniques." The book achieves its stated objectives. The book gives a high-level road map and deals with some techniques for moving from the world of push to the world of pull. It also tells us what opportunities lie ahead when we make this difficult, but necessary, transition.
According to the authors, Pull is about pursuing our passion; finding others who share our passion, but bring in different perspectives; and creating conditions, which increase our likelihood of meeting such people. Creating such conditions may be termed as "shaping serendipity". This is an important insight gained from the book: "serendipity can be shaped, at least within limits." We can shape serendipity by paying attention to the three elements--environments, practices and preparedness. Being open to serendipitous encounters involves "deep listening" and relationship-building skills.
Another key message repeated throughout the book is about the importance of shifting our focus from "knowledge stocks" to "knowledge flows". The authors have dealt with this idea in no uncertain terms: "In this second wave, the sources of economic value move from stocks of knowledge to flows of new knowledge. Tacit knowledge becomes more valuable than explicit knowledge as the edge transforms the core."
To clarify what the authors mean by the second wave, let us look at the three waves they talk about. The first wave of the Big Shift was the development of powerful and affordable infrastructure for computing and communication. The second wave is what the authors call the shift from knowledge stocks to knowledge flows. The third wave is the transformation of institutions as a result of the first two. The impact of the first wave is apparent to all of us. What we need to really grasp now is the importance of shifting attention from knowledge stocks to knowledge flows.
Further on, the authors write: "Many analysts have noted the increasing importance of intangible assets in business, but people often think about these assets in static form--for example, stocks of knowledge, established brands, and existing relationships." What is more important in the emerging paradigm is to continuously refresh these assets by collaborating with others, not only within organizations, but increasingly across organizational boundaries. That has important implications for the way think about knowledge management and information systems.
Some of my reflections on reading the book are summarized below:
1. What would be the functions of the institution in the emerging world order, particularly in the light of the Big Shift that the authors talk about? May be, organizations would transform themselves as platforms for individuals to connect and collaborate with others, amplifying individual efforts and helping them to pursue their passion. Would organizations leaders have the courage, conviction and humility to put the pursuit of individual passion at the center of the organization's purpose? Would they, and particularly the investors, be able to tolerate the uncertainty that goes with such a radical change?
2. How should HR policies and practices be shaped in a world in which individual differences and being on the edge are valued? Would HR have the courage to question the assumptions behind current assessment and appraisal systems that are designed to compare employees with one another, and unwittingly encourage knowledge stocks rather than knowledge flows?
3. How will organizational quality initiatives and process models evolve as the emphasis shifts from knowledge stocks to knowledge flows? What would be role for standardization of processes in the service industry?
4. Knowledge management would become the art of facilitating connections and collaborations among people around relevant problems, rather than efforts to lock down knowledge in repositories. Information systems would build in greater capabilities for people to quickly access and collaborate with others over information available in near real-time through multiple channels including the mobile.
5. Training & Development systems, with annual TRA and training calendar is essentially based on a push paradigm. Even just-in-time learning through sophisticated e-learning systems is only an extension of the same paradigm. In the increasingly dynamic environment, such a "basket of programs" and "configurable packages with learning objects" can at best be a supplement to practices that facilitate faster and more relevant learning on the job. What would these new practices be?
Overall, the book has served the purpose of prodding me to explore further in the areas of management and leadership. I am sure you would gather your own insights and questions by reading this valuable book, and so I would recommend this book. But be prepared to spend some time going through it with patience. Greater attention to the editorial process and honest criticism from a few more of their collaborators could have helped the authors to improve on clarity and simplicity of expression, thereby making the central messages stand out more powerfully.
Top reviews from other countries
O conceito de Pull segue um processo de 3 etapas:
1) O acesso a pessoas e recursos quando necessário.
2)A habilidade de atrair pessoas e recursos valiosos e relevantes quando necessário.
3)A habilidade de conseguir extrair de nós mesmos os insights e a performance necessária para conquistar nosso potencial.
Espere encontrar histórias variadas de como o Pull está mudando o mundo com conectividade e inovação.
O pensamento centrado em redes de troca e construção de conhecimento permeia toda a obra, que faz uma ótima dupla para leitura conjunta com o livro Here comes everybody de Clay Shirky.
エジプトなどの中東諸国で民衆のデモが政権を打倒する事例が続きましたが、民衆の力を結集するのにFacebookやTwitterが活躍したと言われています。このように個人の力が政府や企業の力を上回るような事態が、Pullの力です。
企業、政府、学校などの供給側から個人などの受け手側に一方通行で情報や商品、サービスを提供するPushシステムは、これまで最も効率的なシステムとして機能してきましたが、IT技術の進展とともに受け手側の情報収集能力が高まり、コミュニティも容易に作れるようになり、また個人からの情報発信も可能になり、個人が単なる受け手ではなくなってきました。
本書では、なぜこのような状況が起こってきたかや、実際にPullの力の活用する方法を具体的な事例を交えて解説してくれます。
世の中の変化が益々速くなり、不確実性が高まる中、従来の仕事の進め方(Pushプログラム)では限界があると感じるときも多いと思います。そういうときには、自分と異なる経歴や考え方を持った多数の人をITを活用したPullプラットフォームに引き寄せ、従来にない新しいものを力を合わせて創造していこうというPullの考え方がきっと何かヒントを与えてくれると思います。
CPUやメモリの能力、通信速度などのIT技術は、今後、まだまだ進歩していきます。ITがもたらす新しい波の方向を見極め、仕事や個人生活に活用しようと考えている方には、お勧めの一冊です。
でも、システム(組織・体制)はまだ変化に追い付けていない。
ものの見方・考え方を180度転換させる内容だ。
È un peccato perché chi andrebbe convinto della necessità di un cambiamento, ricorderà solo quanto l'autore si sia perso in tante parole.
If you are a student of complexity and wonder how to apply the principles of emergence in business, this is the book for you.




