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Repeatability: Build Enduring Businesses for a World of Constant Change Hardcover – March 6, 2012
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This exceptional book is a must have’ resource.” Forbes
It has a rich repertoire of powerful examples, many clues for making our own organizations more repeatable.” the book is pleasantly simple” to peruse from cover to cover, exemplifying its repeatable” model in its own way. It has been so far a wonderful experience reading the book.” Journal of Product Innovation Management
Repeatability is made compelling by the copious survey and case data and by the authors’ engaging presentation of their work.” Research-Technology Management
This is not a recipe for doing nothing. Far from it. Indeed concentrating great repeatable models” that stick to consistent sets of principles is potentially as tricky and as time-consuming as engaging in all sorts of new initiatives. The difference is it is likely to be more effective.” Future of Business (futureofbusinessblog.com)
Repeatability provides business leaders with a blueprint for bringing consistency and clarity to their organizations and for putting them on track for profitable growth. But don't just take my word for it. American Express Chairman and CEO Ken Chenault says, Repeatability is a terrific guide to adapting your business for success in uncertain times.’” American Express OPEN Forum
Repeatability once again proves what a productive pleasure it is to spend some time with Chris Zook.” 800 CEO READ
a terrific strategy book” Seeking Alpha
ADVANCE PRAISE for Repeatability:
Ken Chenault, Chairman and CEO, American Express
Repeatability is a terrific guide to adapting your business for success in uncertain times.”
Jørgen Vig Knudstorp, CEO and President, LEGO Group
Very few businesses move beyond surviving to actually thriving and winning in their segments. The secret is to focus on what truly makes them unique, and to frequently refine and adapt this to changing circumstances through a repeatable business model. This requires hard thinking on why your business exists, and strict discipline to stay focused. Chris Zook and James Allen show how this can be achieved through clear thinking and hard, enduring effort.”
Sandy Ogg, Operating Partner, Blackstone
Strategy is more than a plan, more than a vision. Strategy is about delivering something better to customers than your competitors every day, which means translating strategy into front line actions and behavior. It is about capabilities, it is about engagement. Repeatability is the missing link to turn strategy into action.”
A. M. Naik, Chairman and Managing Director, Larsen & Toubro Limited
Driving profitable growth year after year requires a synergy of various aspectsvision, strategy, execution, continuous learningalong with passion and commitment to organizational goals. Repeatability offers practicable ideas on how CEOs can develop and implement a business model to empower leaders across the organization to replicate a proven growth formula.”
Walter Kiechel III, author, The Lords of Strategy
For most industrial capitalists, the secret to success is being able to churn out the same product over and over, with uniform quality and at a predictable price. Zook and Allen argue that the key to strategic success is a company’s ability to do approximately the same thing with its business model, replicating the essential voodoo it does so well, in new markets and with new products. It’s a killer argument, one no strategist can afford to brush off.”
Angela Ahrendts, CEO, Burberry
Repeatability brilliantly encapsulates how executives today must lead change. Consistency and clarity for customers and your culture creates less complexity, more energy, and better connectedness.’ Zook and Allen have proven this simple, adaptable model is critical for sustained value creation’ of your company and greater community today.”
Sir Christopher Gent, Chairman, GlaxoSmithKline; former CEO, Vodafone
One of the hardest jobs of a CEO is to navigate the fine line between keeping the organization focused on day-to-day execution and making sure the company is ready to change its strategy in response to industry changes. With their idea of repeatable models that can adapt over time, Chris Zook and James Allen are offering something important to CEOs navigating a turbulent world.”
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The research used by the authors provides the following significant findings:
* 80 percent of variation in financial returns among all businesses in the world is accounted for by their performance relative to other companies within their industry, as opposed to their choice of market.
* New growth initiatives--organic or by acquisition--have success rates of only about 20-25 percent, much lower than most executives realize.
* The odds of success (surviving and re-establishing a profitable trajectory) in redefinition are extremely low, less than one in ten.
A significant majority of the companies which were successful over the long term had "great repeatable models" , and the three most important design principles for such models were:
* A strong, well-differentiated core, involving unique assets and deep competencies
* Clear non-negotiables involving a common understanding of the company's core values and the key criteria used to make trade-offs in decision making
* Systems for closed-loop learning, for driving continuous improvement across the business
In my view this book makes a key contribution to the field of business strategy. The business environment has changed permanently over the past decade and it is now much more difficult to create sustained profitability. The three key design principles identified by the authors do seem to be very important for future success. I found the authors' reasoning compelling, and I highly recommend the book to anyone involved in devising organizational strategy.
That is to say, Great Repeatable Models stay ahead because they compress the distance between management and the front line, enable better decisions to be made faster, and facilitate, indeed expedite continuous improvement. Although Zook and Allen carefully identify the "what" of building enduring businesses for a world of constant change, they devote most of their attention to explain HOW. This is consistent with the approach they take in Profit from the Core (Updated Edition, 2010). They thoroughly explain the three principles, devoting a separate chapter to each, then shift their attention - and their reader's - to an especially important consideration, entropy, and how business leaders must avoid or respond and then eliminate it with behaviors that will help their companies to sustain and adapt their repeatable models "to fight the natural forces of entropy that seek to stop them.Read more ›
What these to Bain & Company heavies do is follow a repeatable formula in writing this book which has served so many authors of business books fora very long time so very well. They take one catchy phrase and/or idea present it as a great revelation then go about filling 300 pages more or less with case studies of successful companies that PROVE how brilliant their thesis is and other failed companies that do not reflect the teachings of their book and so that is why they failed. Perfect circular logic.
In addition to fill all that space and have a publishable product they veer off here and there with mindless philosophical musings such as on pg. 77 of "readability" that begins " Have you ever watched a school of herring that change direction in the blink of an eye ....." Yes herring it turns out are brilliant business strategists and because of Mssrs. Zook & Allen I now know why fish are brain food.
Anyway why go on if this review is even published it will be lost among all those 4-5 star reviews that virtually every book listed on Amazon each seem to magically deserve (sic). These glowing reviews are to everyone's advantage certainly the author(s), and Amazon's and for the rest of us like myself valuable if we finally learn the lesson do not believe most of what you read.
Most Recent Customer Reviews
Excellent book. I will use it as a reference for years to come.Published on July 5, 2014 by Greg Mooney
Great content - I guess based on the title i should not be surprised that it was quite dry and somewhat hard to read - if you are looking for ideas on systems and concepts on how... Read morePublished on February 23, 2014 by Jeremy
As a value investor who always looks for ways that companies can improve themselves and extend and lengthen their competitive advantages this book is a very good read and shows you... Read morePublished on July 6, 2013 by Jason M Rivera
Great reminder to focus on core abilities and competitive advantage and differentiators. Rethink and requestion expansion into area not related to core skills.Published on April 24, 2013 by Miguel Lacayo
The first few pages of the book, I must say, is excellent. (Please refer to the first two reference passages below) Also, the three principles behind their so called "Great... Read morePublished on April 15, 2013 by ServantofGod
What's this book about?
I finished reading this book over three weeks ago. Since then, I have struggled to get myself to sit down and write a review. Read more
The authors' core message is that complexity is a silent killer of profitable growth. This message represents the distillation of their study of over 200 companies. Read morePublished on November 12, 2012 by Loyd Eskildson
This is an excellent business book, as all of Chris Zook's have been. I recommend it highly for experienced executives as well as business students.Published on August 24, 2012 by Dr. C
In full disclosure, I'm a big fan of Chris Zook. I've seen him speak and really enjoy his presentation style, sense of humor and the deep library of business examples he calls... Read morePublished on July 11, 2012 by Golf fanatic