[PDF] The Founder’s Mentality: How to Overcome the Predictable Crises of Growth Nach Chris Zook – Bilb-weil.de

A Washington Post BestsellerThree Principles For Managingand Avoidingthe Problems Of GrowthWhy Is Profitable Growth So Hard To Achieve And Sustain Most Executives Manage Their Companies As If The Solution To That Problem Lies In The External Environment Find An Attractive Market, Formulate The Right Strategy, Win New Customers But When Bain S Chris Zook And James Allen, Authors Of The Bestselling Profit From The Core, Researched This Question, They Found That When Companies Fail To Achieve Their Growth Targets, Percent Of The Time The Root Causes Are Internal, Not Externalincreasing Distance From The Front Lines, Loss Of Accountability, Proliferating Processes And Bureaucracy, To Name Only A Few Whats , Companies Experience A Set Of Predictable Internal Crises, At Predictable Stages, As They Grow Even For Healthy Companies, These Crises, If Not Managed Properly, Stifle The Ability To Grow Furtherand Can Actively Lead To DeclineThe Key Insight From Zook And Allens Research Is That Managing These Choke Points Requires A Founders Mentalitybehaviors Typically Embodied By A Bold, Ambitious Founderto Restore Speed, Focus, And Connection To Customers An Insurgents Clear Mission And Purpose An Unambiguous Owner Mindset A Relentless Obsession With The Front LineBased On The Authors Decade Long Study Of Companies In Than Forty Countries, The Founders Mentality Demonstrates The Strong Relationship Between These Three Traits In Companies Of All Kindsnot Just Start Upsand Their Ability To Sustain Performance Through Rich Analysis And Inspiring Examples, This Book Shows How Any Leadernot Only A Foundercan Instill And Leverage A Founders Mentality Throughout Their Organization And Find Lasting, Profitable Growth

5 thoughts on “The Founder’s Mentality: How to Overcome the Predictable Crises of Growth

  1. Jeff Jeff says:

    Have read a dozens of business books This book is very typical and high level Recommend reading Dream Big the detailed story of 3G and AmBev founders.This is book by consultants who likely had a mandate from Harvard to publish something Could have been written in 2 chapters and directed you towards substantive case studies around the leaders and businesses mentioned.

  2. P. Breedlove P. Breedlove says:

    This is a great book for business leaders managers, owners, directors, VP s or those aspiring to those positions It moves away from the old idea of thinking about your business as if you were the CEO, and instead returns you to the ground floor, of thinking about the things it takes to get to the point and staying there of flourishing, of fighting off the challenges of the marketplace, and of finding once again the courage to look at your business as if you were starting from scratch The Founder s Mentality is highlighted by four key components 1 Front Line Obsession2 Strong focus on cost.3 A bias toward action.4 An aversion to bureaucracy.I highly encourage any business leader particularly if you re starting to feel that your organization has lost its sense of direction to read this book It ll return you to the proper mindset, and help your business stay on target for greater things

  3. M. Critelli M. Critelli says:

    I had read all of Christopher Zook s earlier books, and was strongly influenced by his thinking in his Profit from the Core and Beyond the Core books Having been away from running a public company, Pitney Bowes, for than a decade, I only wish I had the benefit of the insights from this book when I was running the company.I particularly like his suggestions about how to deal with free fall situations, which Pitney Bowes experienced after I retired because of a black swan event, the precipitous decline in letter mail because of the severe, rapid contraction consumer credit from the 2008 Financial Crisis.The authors also focus well on practical suggestions to inject the energy of founders into large, seemingly mature organizations Their suggestions on tapping the wisdom of those close to the customer and the ways of doing so are practical, strategic, and well supported by stories and examples Their suggestions about how to aggregate founder and innovator insights to give them maximum power are also noteworthy.The book is concise, well organized, well written, and, yet, multi layered in its thinking I recommend this book not only for people trying to lead businesses, but anyone trying to breathe life into non profits, educational institutions, or government controlled organizations It is a gem.

  4. Customer Customer says:

    One of the key premises of The Founder s Mentality is that the agility that comes with a new company with a Founder s vision, aversion to bureaucracy, and huge focus on the customer experience equips it to challenge established players in the industry The a company can maintain this agility, the a company can continue to adapt and compete in a changing business environment this is effectively what the book offers the same strategies you have heard before in a high level overview If you want depth, you will only find it elsewhere For the business strategy 101 the book professes to offer, you would be better off reading anything by Michael Porter instead.

  5. Jiri Palacky Jiri Palacky says:

    I wouldn t choose the book for myself, as someone commented on Goodreads, it s a book for work meaning boring , read Chapter 6, and skip the rest But I have to thank for a recommendation Thinking about the practical application it shifted my focus to things long overlooked and forgotten but still hidden deep under layers of leadership experience clutter What I got out of reading Founder s Mentality is 1st investing in competence development and trimming at a time when it feels natural to focus on profit and 2nd learning new skills when you re under the most pressure by workload Thanks for the reminder of what it was like at the beginning before the original enthusiasm has somehow diminished and I ve moved forward and shifted in my life Thanks also for reminding me that only 1 out of 10 insurgents will survive, and of that complexity kills growth I also liked the comparison of a Manager and a Leader, Speed and Agility, the D person problem on committees as well as the problem of balkanization apparently not only in customers but also in teams.