I was a business school professor for 38 years, always fascinated by how organizations could (or couldn’t) adapt to their changing environments. Over the course of my career, I observed and studied how organizations sought to adapt to major disrupting forces such as new information-processing technologies, internationalization, downsizing, new organizational forms, digitization, and artificial intelligence. Today’s global business environment is complex, dynamic, and highly interconnected. The only way to adapt is through collaboration–organizations must be able to quickly respond to any environmental change by identifying appropriate resources wherever they may exist and efficiently marshaling them into a desired response and eventual solution. In competitive terms, this is called a “relational advantage.”
I wrote...
Collaborative Entrepreneurship: How Communities of Networked Firms Use Continuous Innovation to Create Economic Wealth
Nike is one of the most recognized companies in the world. Known for its innovative products and its focus on high performance, the Nike mystique intrigues everyone. I love this book because it tells the story of Nike from the very beginning. Few people are aware of the many obstacles this company overcame to become the powerhouse it is today.
A new company must be innovative just to survive, and Shoe Dog describes years of struggling and experimentation at Nike simply to gain traction in its business. The massive scale the company now enjoys is built on collaborative partnerships with athletes, designers, suppliers, and many others in its vast ecosystem.
'A refreshingly honest reminder of what the path to business success really looks like ... It's an amazing tale' Bill Gates
'The best book I read last year was Shoe Dog, by Nike's Phil Knight. Phil is a very wise, intelligent and competitive fellow who is also a gifted storyteller' Warren Buffett
In 1962, fresh out of business school, Phil Knight borrowed $50 from his father and created a company with a simple mission: import high-quality, low-cost athletic shoes from Japan. Selling the shoes from the boot of his Plymouth, Knight grossed $8000 in his first year. Today, Nike's annual…
In his breakthrough book, Henry Chesbrough described how companies are increasingly looking outside their boundaries for ideas and technologies they can bring in, as well as license their underutilized intellectual property to other organizations.
What I love about it is that Chesbrough applies the open innovation philosophy to actual business settings and explains how to create value in an open innovation landscape. The book includes a diagnostic instrument that helps a company assess its existing business model and explains how to overcome common barriers to creating a more open model.
The overall message for companies moving forward is that they can create and capture value from ideas and technologies wherever they may be found. Open innovation as a concept has spread widely, and companies today are advised to search far and wide for the resources they need and partners to work with.
In his landmark book Open Innovation, Henry Chesbrough demonstrated that because useful knowledge is no longer concentrated in a few large organizations, business leaders must adopt a new, "open" model of innovation. Using this model, companies look outside their boundaries for ideas and intellectual property (IP) they can bring in, as well as license their unutilized home-grown IP to other organizations. In Open Business Models, Chesbrough takes readers to the next step--explaining how to make money in an open innovation landscape. He provides a diagnostic instrument enabling you to assess your company's current business model, and explains how to overcome…
Even the smartest person in the room is limited in intelligence, creativity, and experience. Solving problems in today’s complex and volatile business environment requires more than maximizing individual effort and output–it requires collaboration.
I love this book because it demystifies the collaborative process and provides practical strategies that prioritize teamwork, creativity, and shared success. Effective collaborators care about the well-being of their co-creators, are open and willing to share information and revel in collective rather than individual outcomes.
For those who seek to adopt the collaborative mindset, the book points the way to harnessing the power of networks and relationships and expanding one’s sphere of influence.
" Gets directly to the point on why collaboration has become the most important zeitgeist across leadership today. McKinney's book also will give you practical solutions that you can implement in your workplace and cascade through your teams." —TIM HUGHES, bestselling author of Social Selling, A Top 10 global influencer on Twitter and LinkedIn
Serial entrepreneur Priscilla McKinney reveals the secret behind some of the world's most innovative, imaginative, and successful companies.
In today's fast-paced business landscape, true collaboration isn't just desirable—it's essential for survival and success. Collaboration Is the New Competition offers a digestible approach to problem-solving and decision-making…
Nothing in the past few years has disrupted the operations of business firms more than artificial intelligence. This book marks the age of AI with the emergence of a business environment shaped by digital networks, analytics, and artificial intelligence. It gives a credible account of how fast-moving digital firms in many sectors are disrupting traditional firms and upending the existing rules of business.
I love how this book gives examples of digital firms we’ve all heard of–Netflix, YouTube, Airbnb, etc.–and clearly explains how these firms rapidly achieve scale and become strong competitors. AI is becoming increasingly impactful, and all firms must learn how to use AI if they want to remain competitive.
AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have restricted business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, allow massive scope increase, enabling companies to straddle industry boundaries, and create powerful opportunities for learning--to drive ever more accurate, complex, and…
Tom Malone has been the co-director of MIT’s “Inventing the Organizations of the 21st Century” initiative for more than two decades. He and his colleagues, I believe, have the best crystal ball for imagining how organizations will be designed and managed in the future.
This book foresees new ways of organizing, ranging from internal markets to collaborative communities to minimalist hierarchies. It explores the skills managers and leaders will need in the workplace of the future. Coupled with the rapid digitization currently experienced by many firms, leaders must learn how to collaborate both inside and outside their firms at digital speed.
For more than a decade, business thinkers have theorized about how technology will change the shape of organizations. In this landmark book, renowned organizational theorist Thomas Malone, codirector of MIT's "Inventing the Organizations of the 21st Century" initiative, provides the first credible model for actually designing the company of the future. Based on 20 years of groundbreaking research, The Future of Work foresees a workplace revolution that will dramatically change organizational structures and the roles employees play in them. Technological and economic forces make "command and control" management increasingly less useful. In its place will be a more flexible "coordinate…
In the early 2000s, we envisioned the global business environment becoming increasingly complex, dynamic, and interconnected. Based on our various studies of organizations over the years, we believe that a traditional firm could not cope effectively with such an environment.
A new type of organization was required, one that included multiple firms organized as a community in which the member firms would voluntarily collaborate with one another free of cumbersome hierarchy and rules. In our book we specified the features of a collaborative community and named it OpWin, shorthand for “opening the window” to continuous innovation. OpWin had numerous member firms in different sectors, with none of the firms a competitor to any other.
