Bestselling Author and Expert on Top Performing Corporations
Jason Jenning's book, It's Not The Big That Eat the Small - It's The Fast That Eat the Slow, detailing his travels to top companies, was an instant bestseller, was published in 32 languages, and was named by USA Today as one of the top 25 books of 2001. His next bestseller, Less Is More, based on his research of over 4,000 companies, revealed the secrets of the most productive companies in the world. Next, Think BIG-Act Small provided a study of the world's ten companies who managed to grow revenues and profits by ten percent or more each year for ten years. Now, Jennings is back with The High-Speed Company: Creating Urgency and Growth in a Nanosecond Culture, a new book that reveals how to ensure your company’s success by changing faster on the inside than the world is changing on the outside.
The High-Speed Company: Creating Urgency and Growth in a Nanosecond Culture
No one knows the ins and outs of successful companies better than bestselling author Jason Jennings. Back in 2001, with It’s Not the Big That Eat the Small, It’s the Fast That Eat the Slow, Jennings proved that speed was the ultimate competitive advantage. But in 2015, companies of all sizes still struggle to adapt quickly. They know it’s crucial to their future but need help to get everyone implementing speed and urgency at all levels.
Jennings and his researchers have spent years up close and personal with thousands of organizations around the world—figuring out what makes them successful in both the short and long term. He understands the real challenges that keep more than eleven thousand CEOs, business owners, and executives up at night. And he knows how the best of the best combine speed and growth to deliver five times the average returns to shareholders.
The High-Speed Company reveals the unique practices of businesses that have proven records of urgency and growth. The key distinction is that they’ve created extraordinary cultures with a strong purpose, more trust, and relentless follow-through. These companies burn less energy, beat the competition, and have a lot of fun along the way.
Jennings shows how you can implement the same strategies that have made companies such as CoBank, O’Reilly Auto Parts, Grainger, Henry Schein, Google, and Johnson & Johnson great, including:
• Encouraging employees to make the right moves without hesitation. J.M. Smucker has done this well by creating five guiding principles that employees at every level can apply to faster individual decision making.
• Doing more to constantly innovate and bring in new customers. Besides spending more than $2 billion on research and development, Procter & Gamble sends its senior executives to the homes of families who use their products in one hundred different countries, to learn their stories and connect with them, gaining fresh insights for new products.
• Being transparent about management decisions. Sonic Corp. knows this is the best way to drive trust and engagement with both employees and customers.
Breathe easier. Handle any hurdle. Get things done faster. That’s the way of the high-speed company . . . and Jennings shows you how to build and sustain your own.
Think Big, Act Small
Think Big, Act Small: How America's Best Performing Companies Keep the Start-up Spirit Alive
Is it possible for a company to grow its revenues and profits by 10 percent or more for at least ten consecutive years, not counting acquisitions? That's an incredibly high bar for growth and profitability, one that 99.99 percent of American companies can't meet--including the famous ones that routinely land on magazine covers. Management expert Jason Jennings screened 100,000 companies to identify nine little- known firms that have delivered stellar performance for a full decade or more, despite the ups and downs of the economy. And, as he reveals in his new book, these superstars have a lot in common despite their wide range of industries, which includes software, food services, medical supplies, and sporting goods.
It turns out that the best long-term performers all combine the strengths of a big organization with the hunger of a start-up. They build excellent relationships with their customers, suppliers, workers, and shareholders. They groom future leaders at all levels. They balance their short-term goals with their long-term visions. And they teach their managers to get their hands dirty. Jennings did extensive interviews at his nine featured companies to find out exactly how they consistently increase revenue and profits without using manipulation or gimmickry. He reveals their unique approach to leadership and shows how any company, no matter what size or industry, can benefit from following their examples. Think Big, Act Small may be the most powerful management book since Good to Great and Execution.
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