Filed under: General Business, Innovation, Leadership, Strategic Management | Tags: business books, Innovation, Leadership, Summary.com
Have you noticed how some business authors purposely take the contrary view to current business thinking? Sometimes it’s just to get attention for their book, but generally their intention is to get us to think outside the box, to let our minds break out of the assumptions we’ve heard so often that we believe they must be true.
I thought it would be fun to scan the recent few months of books that we’re seeing at Soundview to look for some examples. Here’s what I found (I’ve provided the Amazon links for your reference):
- The End of Business as Usual by Brian Solis – rewiring the way you work to succeed in the consumer revolution.
- Everything You Know About Business is Wrong by Alastair Dryburgh – taking modern business myths and pulling them apart.
- The Good Enough Manager by Aaron Nurick – managing people in organizations is an inherently human and fallible endeavor.
- Best Practices Are Stupid by Stephen Shapiro – it’s time to innovate the way you innovate.
- Real Leaders Don’t Boss by Ritch Eich – inspire, motivate, and earn respect from employees and watch your organization soar.
- How to Be Great at the Stuff You Hate by Nick Davies – all you need to do is cut the crap, be yourself, and win some business.
- The Power of the Un-Popular by Erika Napoletano – building your brand for the audience who will love you.
- Reverse Innovation by Vijay Govindarajan – when innovation comes from emerging economies to developed economies.
- Do Nothing by J. Keith Murningham – stop over-managing and become a great leader.
- The End of Diversity as We Know It by Martin Davidson – why diversity efforts fail and how leveraging difference can succeed.
I think there’s a lesson for us in this list of contrarian titles. Are we too set in our ways? Have we become comfortable running our businesses by maxims that may no longer be true?
Perhaps it would be healthy to take a step back as we’re about to make an important decision to take the contrarian view for a moment. Have I missed something here? Are there more ways to look at this issue? We might even invite our staff to provide contrarian views without repercussions.
Let me know how this works for you.
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