by Jim Champy
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0 of 0 people found the following review helpful:
Many true revelations, 2008-08-15
Mr. Champy puts his finger right on the basics that are missing from my current employer. I learned something from every one of the examples provided. The summary could be used as the basis for a multi year overhaul of our business planning.
Easy, but instructive and practical read. Excellent value for money.
1 of 1 people found the following review helpful:
 Good Examples to Help Generate Creative Thinking!, 2008-07-20
"Outsmart" is a series of short studies describing eight fast-growth companies. Readers can hopefully generalize from the thinking involved to create new ideas for themselves.
The first involved a new company called "Sonicbids," where music promoters (about 10,000) can list the events for which they need musicians, and the 120,000 musician-members can look over the list and make their contacts. The total market involved is estimated at $15 billion, with about 90% too small for the standard approach to the business. Yet, there is about $2.5 billion in wedding business/year alone. Musician-members pay an annual fee to Sonicbids, as well as a small per event fee to promoters who guarantee they will review the submitted material.
The second example is about "Minute Clinic" - kiosks staffed by nurse-practitioners to provide easily accessible basic medical care at low costs. Software directs strict protocols and screening procedures to confirm a diagnosis and rule out really serious conditions. Each kiosk also has a physician on-call for any doubts or special concerns. Most patients are treated within 15 minutes; those delayed receive pagers allowing them to shop in the surrounding store. CVS Pharmacy has since bought out the concept - obviously benefiting from the prescriptions written as an outcome of the process.
An interesting set of mini-case-studies involving new thinking in today's world.
1 of 1 people found the following review helpful:
Useful, easy read, 2008-05-26
Champy looks at several case studies and draws overarching lessons from them: never forget the value of a brand and make good use of it( the turnaround of Smith and Wesson); widen your frame to see posssibilites but focus your resulting efforts(MinuteClinic saw the need for people needing a quick medical fix but didn't try to be all things to all people); talk to what you may see as potential competitors and make them allies(MinuteClinic reached out to hospitals and doctors and educated them on what they did and more importantly did not do); look to piggy back on an exisitng phenom(a company that started a decorating service for those buying Crocs). He ends up with a good summary of points he has made and reminds us to be flexible, have a bias to action, and to value your gut. The book has easy to read type, lots of bullet points and checkmarks, and a clean and fresh look.
0 of 1 people found the following review helpful:
Great Quick Read, 2008-05-02
Outsmart was a good quick read that provides real examples of how existing companies were able to reinvent themselves or start-up companies were able to take advantage of new market opportunities. The book provides context for the types of questions leaders and managers need to ask when looking to "outsmart" their competition or how to redefine their market.
2 of 4 people found the following review helpful:
 That Smarts, 2008-05-01
I admit it; I am a business book junkie. I read dozens of books on the most unusual facets of business. It is often the case that I finish a book and I wonder what it was that drew me to make the purchase. OUTSMART was a classic draw. Who wouldn't want to be smarter than everyone else, certainly I would. So once again I made another purchase much to the chagrin of my family who are being crowded out of our home by my books.
I suppose I found the book challenging from the very beginning of the book. One statement that practically slapped me down was Champy's statement that, "...if it works it must be right." How many business leaders profiled by leading business magazines followed the principle of pragmatism during the 80's and 90's,and were hailed as the second coming of a leadership revolution, only to be dismissed from the organizations that they plunged into ruin. But I pressed on; I had after all made the investment.
I was then treated to a biology 101 overview of Darwin's great contribution to business thinking. Personally, I found this supposition tenuous at best. At the very least it was an honest opportunity to understand Champy's intellectual foundation which no doubt colors his approach to business. I am probably in a minority here, but I find this presupposition to be somewhat antithetical to what it means to be a good business person.
Notwithstanding the early disconnect with the author and his philosophical point of view, I plowed on through the book and as is often the case, I found some things of interest. How can one not be intrigued by the creativity displayed in the book, of people who by the sheer force of their imagination or perception of an unserved need bring to market a product or service that improves the quality of life for others? You got to love that.
I suppose we have three other volumes to look forward to in this series, I may be hard pressed to complete my set of four. I will just have to see. However, if it has a catchy title and appealing cover, I could easily be drawn in and make yet another purchase.
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