Book Summary: The Rebel RulesWritten by Regine P. Azurin
Book Summary: The Rebel Rules By: Regine Azurin and Yvette PantillaThis article is based on following book: The Rebel Rules "Daring to be your self in business" Chip Conley, A Fireside Book, Simon & Schuster New York 2001 ISBN 0-684-86516-5 287 pages What does it take to get in touch with your inner rebel and run a business on your terms? Today’s Information Age has spawned a number of rebel business leaders, from Virgin’s Richard Branson to The Body Shop’s Anita Roddick –and to Joie de Vivre Hospitality’s boy wonder – author himself – people who have passion, instinct, agility and vision to rewrite rules of business so it is ethical, respects diversity, and means more to people than simply turning a profit. So what exactly is a rebel? 1. Rebels get into activities that make them lose track of time and put them in a state of ecstasy. 2. Rebels build a career that is a natural reflection of themselves and follow a natural progression from their most innate childhood skills. 3. Rebels are working at jobs that they put on their list of top ten “favorite future jobs” from their childhood or youth. 4. Rebels are normally not straight A students, they would have been naïve idealists, non-conformists, or artists in their teenage years 5. Rebels are not afraid to fail, quit their jobs, and follow their lifelong passion and true calling. 6. Rebels either become leading experts in their chosen fields, millionaires, or end up in prison. 7. Rebels do not lose their political and social beliefs as they grow older. Their passion for causes they support will only grow stronger over time. 8. Rebels do not take “No” for an answer. They will always try to find a way or solution. Rebel Profile Richard Branson, founder of Virgin Group of Companies: 1. Started his first business, a magazine called Student, at age of 16. 2. Began Virgin mail-order record business at age 20. 3. Built a net worth of $300 million by age 35 with diverse businesses all under Virgin brand: travel, entertainment, retail, media, financial services, publishing, bridal service, and soft drinks. 4. Sold his music company for $1billion at age 41. Rebel thinking: Position yourself as underdog and you will enjoy a niche market. Create your own personal mission statement. 1. What do you want to be remembered for? 2. What habits do you need to cultivate and what will you remove from your present life in order to live out your true purpose/calling? 3. What are most important personal accomplishments you can imagine in your life? 4. Take an hour to write your one-page mission statement. Then cut it down to one paragraph. Then simplify it further by saying it all in one sentence. This summarizes your personal mission statement. How can you tell a Successful rebel? They have a clear vision. They are highly creative. They are quick to spot trends that can be integrated into their business practices. They feel a higher calling or mission. They are very charismatic and create a strong presence when they walk into a room. Successful rebels have passion. They are able to unite a diverse team made up of people from different backgrounds, rallying together to build a unique business and company culture.
| | Book Summary: Good To GreatWritten by Regine P. Azurin
Book Summary: Good to GreatThis article is based on following book: Good to Great "Why Some Companies Make Leap... and Others Don’t" Jim Collins, co-author of ‘Built to Last’ Random House Business Books, London 300 pages Explore what goes into a company’s transformation from mediocre to excellent. Based on hard evidence and volumes of data, book author (Jim Collins) and his team uncover timeless principles on how good-to-great companies like Abbott, Circuit City, Fannie Mae, Gillette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, and Wells Fargo produced sustained great results and achieved enduring greatness, evolving into companies that were indeed ‘Built to Last’. The Collins team selected 2 sets of comparison companies: a. Direct comparisons – Companies in same industry with same resources and opportunities as good-to-great group but showed no leap in performance, which were: Upjohn, Silo, Great Western, Warner-Lambert, Scott Paper, A&P, Bethlehem Steel, RJ Reynolds, Addressograph, Eckerd, and Bank of America. b. Unsustained comparisons – Companies that made a short-term shift from good to great but failed to maintain trajectory, namely: Burroughs, Chrysler, Harris, Hasbro, Rubbermaid, and Teledyne Wisdom In A Nutshell: a. Ten out of eleven good-to-great company leaders or CEOs came from inside. They were not outsiders hired in to ‘save’ company. They were either people who worked many years at company or were members of family that owned company. b. Strategy per se did not separate good to great companies from comparison groups. c. Good-to-great companies focus on what Not to do and what they should stop doing. d. Technology has nothing to do with transformation from good to great. It may help accelerate it but is not cause of it. e. Mergers and acquisitions do not cause a transformation from good to great. f. Good-to-great companies paid little attention to managing change or motivating people. Under right conditions, these problems naturally go away. g. Good-to-great transformations did not need any new name, tagline, or launch program. The leap was in performance results, not a revolutionary process. h. Greatness is not a function of circumstance; it is clearly a matter of conscious choice. i. Every good-to-great company had “Level 5” leadership during pivotal transition years, where Level 1 is a Highly Capable Individual, Level 2 is a Contributing Team Member, Level 3 is Competent Manager, Level 4 is an Effective Leader, and Level 5 is Executive who builds enduring greatness through a paradoxical blend of personal humility and professional will. j. Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of comparison companies had leaders with gargantuan personal egos that contributed to demise or continued mediocrity of company. k. Level 5 leaders are fanatically driven, infected with an incurable need to
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