Summary: It's Not the Big That Eat the Small … It's the Fast That Eat the Slow - BusinessNews Publishing - ebook

Summary: It's Not the Big That Eat the Small … It's the Fast That Eat the Slow ebook

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The must-read summary of Jason Jennings and Laurence Haughton's book: "It's Not the Big That Eat the Small...It's the Fast That Eat the Slow: How to Use Speed as a Competitive Tool in Business".This complete summary of the ideas from Jason Jennings and Laurence Haughton's book "It's Not the Big That Eat the Small...It's the Fast That Eat the Slow" shows that the modern business world uses speed as the main way to differentiate themselves from their competitors. However, the companies that get this right do not have some magic formula, they are simply strategic and self-aware enough to see the factors ahead that can slow them down. In their book, the authors suggest four key elements of speed as a competitive tool in business and take the reader through reaching each objective. This summary is a practical guide to saving time and money in order to get yourself noticed.Added-value of this summary:• Save time• Understand key concepts• Expand your skillsTo learn more, read "It's Not the Big that Eat the Small...It's the Fast that Eat the Slow" and discover why speed is becoming the new competitive tool and why you need to master it or get left behind.

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Book Presentation: It’s Not The Big That Eat The Small ... It’s The Fast That Eat The Slow by Jason Jennings and Laurence Haughton1

Book Abstract

About the Author

Important Note About This Ebook

Summary of It’s Not The Big That Eat The Small ... It’s The Fast That Eat The Slow (Jason Jennings and Laurence Haughton)4

Section 1: Think Fast

Section 2: Make Decisions Quickly

Section 3: Get To Market Faster Than Others

Section 4: Sustain and Maintain Velocity

Book Presentation: It’s Not the Big That Eat the Small ... It’s the Fast That Eat the Slow by Jason Jennings and Laurence Haughton

Book Abstract

MAIN IDEA

Plain and simple, the modern world is thoroughly obsessed with speed – which is fine for those companies which are prepared to embrace speed as a natural competitive weapon and gear up to move faster than their competitors.

Being faster, however, is not necessarily the direct result of doing anything unique. More often, organizational speed is the result of being smart enough to first identify and then progressively eliminate the speed bumps that slow everyone else down. By ruthlessly and steadily eliminating speed bumps while simultaneously making lightning-fast speed an integral part of their competitive advantage, fast people and their companies learn to execute better than anyone else.

The four key elements of speed as a competitive tool in business are:

Finally, the key management question is not “How do we become faster?” but is instead: “What can we do to eliminate the speed bumps that slow everyone else down?” Answer that and you’ll find your own blueprint to becoming a fast company.

About the Author

JASON JENNINGS is the founder of Jennings Partners, an international consulting firm serving retail, manufacturing, distribution and communications clients. Prior to starting this business, Mr. Jennings was the world’s youngest owner of a radio station when he purchased a radio station in Arizona at age twenty-one and began building a large radio station group.

LAURENCE HAUGHTON is chief strategist and tactician at Jennings Partners. Prior to joining this company, Mr. Haughton was a producer for ABC.

More information is available at http://www.itsthefast.com.

Important Note About This Ebook

This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.

Summary of It’s Not the Big That Eat the Small ... It’s the Fast That Eat the Slow (Jason Jennings and Laurence Haughton)

Section 1: Think Fast

Main Idea

Fast companies spot trends and project those forward to anticipate what the future will look like exceptionally well. To do so effectively, a corporate culture must exist where internal politics are banned and the best idea always wins out.

In practical terms, the fastest companies in the world do four things well to enhance their ability to think fast:

“Speed, merely for the sake of moving fast, without a destination in mind, is haste. Eventually, out of control, speed will land you in big trouble. But imagine how many more races you’d win if you had a big head start.”

– Jason Jennings and Laurence Haughton

Supporting Ideas

Anticipate

Fast companies foresee how things will likely pan out in the near future (the next few months or possibly the next few years) better than everyone else, by doing six specific things:

Study history to find what worked in the past in comparable or roughly equivalent circumstances and plan on the basis similar events will occur in the future.