This bestselling paperback is a bran-new book and the original new book is sold at usual price RM69.90. Now here Only at RM22 Decisions equal success-nothing happens until one is made. Businesses make millions of decisions every day. But once in a great while a leader makes a truly game-changing decision that shifts not only the strategy of a single company but how everyone does business. These big decisions are counterintuitive-they go against the conventional wisdom. In hindsight, taking a different direction may seem easy, but these bet-the-company moves involve drama, doubt, and high tension. What made Apple's board bring back Steve Jobs to the company? How did Johnson & Johnson decide to recall every bottle of Tylenol after a poisoning scare that involved only a small batch of the drug? What made Henry Ford decide to double the wages of his autoworkers, and how did that change the American economy for the next century? From Ford’s decision to give workers a wage high enough to afford a Model T to 3M’s oft-copied practice of giving engineers time to dream, singular decisions result in singular companies and products. Here are a few you can learn from.0 Here management consultant Verne Harnish, the CEO of Gazelles, and Fortune's editors provide the background stories behind the greatest business decisions of all time. In this fully original book, you'll get a glimpse into the thought processes leading up to these groundbreaking moments and will learn how the decisions have shaped the thinking of today's top leaders. The book also contains an insightful foreword by management guru Jim Collins, the author of Built To Last and Good To Great, which explains the importance of decision making in creating a successful company. Here are what you learned from the book: 1. Echoes are better than cries. When we think of the critical strategic decisions that changed the course of a company’s history, we like to think about big bets, one-time events that redirected the course of corporate history. But only three of the 18 decisions this book details were one-time decisions. Sure, you have Apple’s board deciding to return Steve Jobs to CEO, or Softsoap’s risky strategy of buying up soap pumps to block P&G from copying, but in most cases, decisions that matter look more like Zappos offering free shipping or Walmart holding 6 a.m. meetings: The decision guides not just immediate action, but future action. The culminating effect becomes huge. Implication: For each decision, think about how this choice might inspire future decisions. 2. Commit to inspire. Look at the decisions that did repeat and you see they influenced future choices through inspiration or commitment. Commitment is when your decision forces your company onto one path while giving up another. Verne, for example, points out that Boeing’s 1952 decision to focus on commercial air travel rather than the defense industry committed the company to a radically different path than its peers. Inspiration is when your decision becomes part of folklore and so inspires a new pattern of behavior. IBM’s CEO’s decision to force top leaders to travel to visit key customers turned into a pattern of behavior that now keeps the once-distant firm close to customer needs. Johnson & Johnson’s policy of adopting transparent and cooperative principles during a Tylenol scare underscored the company’s commitment to doing what is best for customers, even at the cost of the business. This decision inspires thousands of decisions every day and shapes J&J’s unique culture. 3. Rarely do big ideas come from the boardroom. Few of the greatest decisions Verne highlights occurred in the boardroom, during regularly scheduled planning sessions. Opportunities and threats appear uninvited or unannounced. The key to greatness, then, is to know how to respond intelligently on the fly, like Intel cofounder Andy Grove, who could have laughed at a junior assistant’s suggestion they invest millions on a consumer marketing campaign even though their only clients were OEMs like HP and Compaq. Had Grove responded as most would, there would be no “Intel inside.”
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