The Bounty Effect: 7 Steps to The Culture of Collaboration

by Evan Rosen

Overview

The Bounty Effect: 7 Steps to The Culture of Collaboration® is a much-anticipated sequel to Evan Rosen's The Culture of Collaboration®, Gold Medal Winner in the Axiom Business Book Awards.
The Bounty Effect happens when exigent circumstances compel businesses, governments and organizations to change from command and control to collaborative. Triggers include disruptive market forces, new competitors, regional slowdowns, natural disasters, terrorist attacks and global downturns. Seize the opportunity The Bounty Effect provides. Learn how to change any organization so that every worker is a knowledge worker and each team member produces results collaboratively. See why organizations have been travelling down a well-worn road, because the new highway has yet to be built¬until now.

Product Details

ISBN-13:	9780977461776
Publisher:	Red Ape Publishing
Publication date:	05/25/2013
Product dimensions:	6.20(w) x 9.10(h) x 0.90(d)

About the Author

Internationally-recognized collaboration and communication strategist EVAN ROSEN is the author of three books including The Culture of Collaboration, Gold Medal Winner in the Axiom Business Book Awards. Sought-after speaker and workshop leader, Rosen leads an interdisciplinary team at The Culture of Collaboration Institute. He advises leaders of the world's largest corporations and the highest levels of the United States government. His work has been featured in many media outlets including the Wall Street Journal, Investor's Business Daily, MIT Technology Review, the Washington Post, the Washington Times, CNBC, CBS News and CNN. Rosen is a columnist for Bloomberg BusinessWeek.com and writes The Culture of Collaboration blog.

Editorial Reviews

Our culture is changing in the way we live, work, and interact, yet most organizations today operate on a command and control mentality. In his book, Rosen, an internationally recognized collaboration and communication strategist, presents seven steps to establishing a collaborative culture within an organi-zation, moving away from the Industrial Age mentality to one better suited for the Information Age. Each chapter is dedicated to a particular step in establishing collaboration: Plan, People, Principles, Practices, Processes, Planet, and Payoff. Rosen also addresses eight common myths about collabora-tion that inhibit organizations from transforming their internal cultures in order to prosper in the In-formation Age. While many think that the bounty effect occurs mainly in organizations, Rosen argues that collaboration moves well beyond organizational boundaries, as it applies to neighborhoods, com-munities, and government. Collaboration creates greater value, enhances achievement, and produces sustainable business models; the question then becomes how quickly can an organization free itself from the Industrial Age and operate to its maximum capacity in the Information Age. Rosen reveals how organizations have been afraid to make the requisite changes and shows that there is a more fruit-ful path. (May)

Publishers Weekly

Innovator Rosen (The Culture of Collaboration) adds a second book to his series further to assert how businesses must move away from a "command and control," or "legacy," culture toward a collaborative one. The book's title refers to the exigent circumstances such as a terrorist attack, a global slowdown, or a changing industry that usually force a company's cultural change. Rosen declares that while the control method might have worked in the Industrial Age, it does not work in today's Information Age. He explains the seven change steps involved: plan, people, principles, practices, processes, planet, and payoff, with each step covered in its own chapter. Real-world examples from both big and small companies tell the story. For instance, the events of 9/11 forced U.S. intelligence agencies to share information, whereas they hadn't before. In the 1940s, the Walt Disney Company produced a nontraditional organization chart that focused on the film production process rather than on supervisory chains. The author acknowledges the difficulties in a transition of this magnitude but also summarizes the benefits: "more motivated employees, an enhanced organizational reputation, and incredible value." VERDICT For those in positions to bring about organizational change in a business, this book provides many useful examples.—Leigh Mihlrad, National Insts. of Health, Bethesda, MD

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