Practically Radical: Not-So-Crazy Ways to Transform Your Company, Shake Up Your Industry, and Challenge Yourself

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Practically Radical: Not-So-Crazy Ways to Transform Your Company, Shake Up Your Industry, and Challenge Yourself Pub. Date: 7/31/2012 Publisher: HarperCollins Publishers
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Practically Radical: Not-So-Crazy Ways to Transform Your Company, Shake Up Your Industry, and Challenge Yourself Pub. Date: 1/4/2011 Publisher: HarperCollins Publishers

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Overview

Practically Radical is a manifesto for change and a manual for making it happen—in an era when change is the name of the game.

Businesspeople everywhere are engaging in a dramatic "rethink" of how they lead, work, and get results. In an age of fierce competition and stubborn recession, the status quo just doesn't cut it. But how do you break new ground when there is so much pressure to do things the same way as everyone else? Using his years of experience and thought leadership in the business world, the cofounder and founding editor of one of the world's most admired business magazines, Fast Company, offers radical ideas and practical advice to help you fix what's wrong with your organization, launch new initiatives with the best chance to succeed, and rethink the logic of leadership itself.

Practically Radical goes deep inside twenty-five for-profit companies and nonprofit organizations to find out how they've made remarkable strides in tough circumstances. They include IBM, Zappos, Swatch, the Girl Scouts, Interpol, big-city hospitals, fast-growing banks, and high-flying airlines. These organizations have answered the make-or-break questions facing leaders in every field:

Do you see opportunities the competition doesn't see? The most successful organizations embrace one-of-a-kind ideas in a world filled with me-too thinking.
Do you have new ideas about where to look for new ideas? Practices that are routine in one field can be revolutionary when they migrate to another field.
Are you the most of anything? Companies used to be comfortable in the middle of the road. Today, the middle of the road is the road to ruin.
Are you getting the best contributions from the most people? It may be lonely at the top, but change is not a game best played by loners.

Editorial Reviews

Publishers Weekly

As the business world becomes increasingly competitive, global, and adoptive of new technologies, companies worldwide are constantly searching for answers about how to best evolve to meet their customers’ needs and to stay abreast of their competitors. Taylor (Mavericks at Work) asserts that change is the name of the game; he takes us on an inside look at 25 companies that have grown ever more adaptive to not merely survive but thrive in today’s challenging environment. Taylor’s book is intended to guide leaders in launching fresh initiatives and rethinking “the logic of leadership itself as they work to rally their colleagues around an agenda for renewal.” The work achieves its promise with actionable prescriptions and meaningful examples, such as how organizations like the Girl Scouts have redefined their brand and revitalized their mission, how Zappos has reimagined retail and service, and why, like IBM, leaders must constantly challenge the status quo by examining the self-reflection and commitment to innovation. An engaging and briskly written read, this will captivate and benefit business people interested in change and innovation. (Feb.)

Product Details

ISBN-13: 9780061734618
Publisher: HarperCollins Publishers
Publication date: 1/4/2011
Pages: 293
Sales rank: 134,789
Product dimensions: 9.14 (w) x 6.58 (h) x 1.09 (d)

Meet the Author

William C. Taylor is a cofounder of Fast Company and coauthor of the national bestseller Mavericks at Work: Why the Most Original Minds in Business Win (with Polly LaBarre). He has published numerous essays and CEO interviews in the Harvard Business Review, and is a featured blogger for HBR. He's written management columns for the New York Times and for The Guardian (London). A graduate of Princeton University and the MIT Sloan School of Management, he lives in Wellesley, Massachusetts, with his wife and two daughters.

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