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| flywheel meaning in business: Turning the Flywheel Jim Collins, 2019-02-26 A companion guidebook to the number-one bestselling Good to Great, focused on implementation of the flywheel concept, one of Jim Collins’ most memorable ideas that has been used across industries and the social sectors, and with startups. The key to business success is not a single innovation or one plan. It is the act of turning the flywheel, slowly gaining momentum and eventually reaching a breakthrough. Building upon the flywheel concept introduced in his groundbreaking classic Good to Great, Jim Collins teaches readers how to create their own flywheel, how to accelerate the flywheel’s momentum, and how to stay on the flywheel in shifting markets and during times of turbulence. Combining research from his Good to Great labs and case studies from organizations like Amazon, Vanguard, and the Cleveland Clinic which have turned their flywheels with outstanding results, Collins demonstrates that successful organizations can disrupt the world around them—and reach unprecedented success—by employing the flywheel concept. |
| flywheel meaning in business: Good to Great Jim Collins, 2001-10-16 The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings? |
| flywheel meaning in business: Good to Great to Gone Alan Wurtzel, 2012-10-23 Chronicling his 13 years as CEO of Circuit City during its most successful time and sharing his insightful analysis of its downfall, Alan Wurtzel imparts a wisdom that is a must-read for anyone even remotely interested in business. “Good to Great to Gone illustrates the vital importance of listening to your customers. Without them your company has nothing.” ―Tony Hsieh, New York Times bestselling author of Delivering Happiness and CEO of Zappos.com, Inc. How did Circuit City go from a Mom and Pop store with a mere $13,000 investment, to the best performing Fortune 500 Company for any 15-year period between 1965 and 1995, to bankruptcy and liquidation in 2009? What must leaders do not only to take a business from good to great, but to avoid plummeting from great to gone in a constantly evolving marketplace? For almost 50 years, Circuit City was able to successfully navigate the constant changes in the consumer electronics marketplace and meet consumer demand and taste preferences. But with the company’s subsequent decline and ultimate demise in 2009, former CEO Alan Wurtzel has the rare perspective of a company insider in the role of an outsider looking in. Believing that there is no singular formula for strategy, Wurtzel emphasizes the “Habits of Mind” that influence critical management decisions. With key takeaways at the end of each chapter, Wurtzel offers advice and guidance to ensure any business stays on track, even in the wake of disruption, a changing consumer landscape, and new competitors. Part social history, part cautionary tale, and part business strategy guide, Good to Great to Gone: The 60 Year Rise and Fall of Circuit City features a memorable story with critical leadership lessons. |
| flywheel meaning in business: The Cold Start Problem Andrew Chen, 2021-12-07 A startup executive and investor draws on expertise developed at the premier venture capital firm Andreessen Horowitz and as an executive at Uber to address how tech’s most successful products have solved the dreaded cold start problem”—by leveraging network effects to launch and scale toward billions of users. Although software has become easier to build, launching and scaling new products and services remains difficult. Startups face daunting challenges entering the technology ecosystem, including stiff competition, copycats, and ineffective marketing channels. Teams launching new products must consider the advantages of “the network effect,” where a product or service’s value increases as more users engage with it. Apple, Google, Microsoft, and other tech giants utilize network effects, and most tech products incorporate them, whether they’re messaging apps, workplace collaboration tools, or marketplaces. Network effects provide a path for fledgling products to break through, attracting new users through viral growth and word of mouth. Yet most entrepreneurs lack the vocabulary and context to describe them—much less understand the fundamental principles that drive the effect. What exactly are network effects? How do teams create and build them into their products? How do products compete in a market where every player has them? Andrew Chen draws on his experience and on interviews with the CEOs and founding teams of LinkedIn, Twitch, Zoom, Dropbox, Tinder, Uber, Airbnb, and Pinterest to offer unique insights in answering these questions. Chen also provides practical frameworks and principles that can be applied across products and industries. The Cold Start Problem reveals what makes winning networks thrive, why some startups fail to successfully scale, and, most crucially, why products that create and compete using the network effect are vitally important today. |
| flywheel meaning in business: The Everything Store Brad Stone, 2013-10-15 The authoritative account of the rise of Amazon and its intensely driven founder, Jeff Bezos, praised by the Seattle Times as the definitive account of how a tech icon came to life. Amazon.com started off delivering books through the mail. But its visionary founder, Jeff Bezos, wasn't content with being a bookseller. He wanted Amazon to become the everything store, offering limitless selection and seductive convenience at disruptively low prices. To do so, he developed a corporate culture of relentless ambition and secrecy that's never been cracked. Until now. Brad Stone enjoyed unprecedented access to current and former Amazon employees and Bezos family members, giving readers the first in-depth, fly-on-the-wall account of life at Amazon. Compared to tech's other elite innovators -- Jobs, Gates, Zuckerberg -- Bezos is a private man. But he stands out for his restless pursuit of new markets, leading Amazon into risky new ventures like the Kindle and cloud computing, and transforming retail in the same way Henry Ford revolutionized manufacturing. The Everything Store is the revealing, definitive biography of the company that placed one of the first and largest bets on the Internet and forever changed the way we shop and read. |
| flywheel meaning in business: The Portable MBA Kenneth M. Eades, Timothy M. Laseter, Ian Skurnik, Peter L. Rodriguez, Lynn A. Isabella, Paul J. Simko, 2010-04-06 A totally revised new edition of the bestselling guide to business school basics The bestselling book that invented the MBA in a book category, The Portable MBA Fifth Edition is a reliable and information-packed guide to the business school curriculum and experience. For years, professionals who need MBA-level information and insight-but don't need the hassle of business school-have turned to the Portable MBA series for the very best, most up-to-date coverage of the business basics. This new revised and expanded edition continues that long tradition with practical, real-world business insight from faculty members from the prestigious Darden School at the University of Virginia. With 50 percent new material, including new chapters on such topics as emerging economies, enterprise risk management, consumer behavior, managing teams, and up-to-date career advice, this is the best Portable MBA ever. Covers all the core topics you'd learn in business school, including finance, accounting, marketing, economics, ethics, operations management, management and leadership, and strategy. Every chapter is totally updated and seven new chapters have been added on vital business topics Includes case studies and interactive web-based examples Whether you own your own small business or work in a major corporate office, The Portable MBA gives you the comprehensive information and rich understanding of the business world that you need. |
| flywheel meaning in business: Leadership by the Good Book David L. Steward, 2020-05-12 Leadership by the Good Book will inspire, empower, and equip men and women to lead their businesses, their teams, their ministries, and even their families to greater heights and to have an eternal impact. For David L. Steward, founder and chairman of World Wide Technology, his philosophy for building a successful business is simple and founded on a Biblical principle: For even the Son of Man did not come to be served, but to serve (Mark 10:45 NIV). As a business leader, he says, the first priority is to serve employees. Together with Brandon K. Mann, these two leaders distill their wisdom in this field guide for leaders who want to bring respect, integrity, honesty, and trust to the workplace. Steward and Mann draw from personal experiences as well as share insights and examples of how God's Word has informed and influenced their leadership. Each chapter ends with a section titled Your Leadership Flywheel: Learn, Live, Lead, Legacy, which includes self-reflection questions, application of biblical principles, as well as a prayer. |
| flywheel meaning in business: Playing to Win Alan G. Lafley, Roger L. Martin, 2013 Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions. |
| flywheel meaning in business: Product-Led Growth Bush Wes, 2019-05 Product-Led Growth is about helping your customers experience the ongoing value your product provides. It is a critical step in successful product design and this book shows you how it's done. - Nir Eyal, Wall Street Journal Bestselling Author of Hooked |
| flywheel meaning in business: The Art of Business Value Mark Schwartz, 2016-04-07 Do you really understand what business value is? Information technology can and should deliver business value. But the Agile literature has paid scant attention to what business value means—and how to know whether or not you are delivering it. This problem becomes ever more critical as you push value delivery toward autonomous teams and away from requirements “tossed over the wall” by business stakeholders. An empowered team needs to understand its goal! Playful and thought-provoking, The Art of Business Value explores what business value means, why it matters, and how it should affect your software development and delivery practices. More than any other IT delivery approach, DevOps (and Agile thinking in general) makes business value a central concern. This book examines the role of business value in software and makes a compelling case for why a clear understanding of business value will change the way you deliver software. This book will make you think deeply about not only what it means to deliver value but also the relationship of the IT organization to the rest of the enterprise. It will give you the language to discuss value with the business, methods to cut through bureaucracy, and strategies for incorporating Agile teams and culture into the enterprise. Most of all, this book will startle you into new ways of thinking about the cutting-edge of Agile practice and where it may lead. |
| flywheel meaning in business: Putting Purpose Into Practice Colin Mayer, Bruno Roche, 2021 This is the first book to provide a precise description of how companies can put purpose into practice. Based on groundbreaking research undertaken between Oxford University and Mars Catalyst, it offers an accessible account of why corporate purpose is so important and how it can be implemented to address the major challenges the world faces today. |
| flywheel meaning in business: The Phoenix Project Gene Kim, Kevin Behr, George Spafford, 2018-02-06 ***Over a half-million sold! And available now, the Wall Street Journal Bestselling sequel The Unicorn Project*** “Every person involved in a failed IT project should be forced to read this book.”—TIM O'REILLY, Founder & CEO of O'Reilly Media “The Phoenix Project is a must read for business and IT executives who are struggling with the growing complexity of IT.”—JIM WHITEHURST, President and CEO, Red Hat, Inc. Five years after this sleeper hit took on the world of IT and flipped it on it's head, the 5th Anniversary Edition of The Phoenix Project continues to guide IT in the DevOps revolution. In this newly updated and expanded edition of the bestselling The Phoenix Project, co-author Gene Kim includes a new afterword and a deeper delve into the Three Ways as described in The DevOps Handbook. Bill, an IT manager at Parts Unlimited, has been tasked with taking on a project critical to the future of the business, code named Phoenix Project. But the project is massively over budget and behind schedule. The CEO demands Bill must fix the mess in ninety days or else Bill's entire department will be outsourced. With the help of a prospective board member and his mysterious philosophy of The Three Ways, Bill starts to see that IT work has more in common with a manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited. In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they'll never view IT the same way again. “This book is a gripping read that captures brilliantly the dilemmas that face companies which depend on IT, and offers real-world solutions.”—JEZ HUMBLE, Co-author of Continuous Delivery, Lean Enterprise, Accelerate, and The DevOps Handbook |
| flywheel meaning in business: Working Backwards Colin Bryar, Bill Carr, 2021-02-09 Working Backwards is an insider's breakdown of Amazon's approach to culture, leadership, and best practices from two long-time Amazon executives—with lessons and techniques you can apply to your own company, and career, right now. In Working Backwards, two long-serving Amazon executives reveal the principles and practices that have driven the success of one of the most extraordinary companies the world has ever known. With twenty-seven years of Amazon experience between them—much of it during the period of unmatched innovation that created products and services including Kindle, Amazon Prime, Amazon Studios, and Amazon Web Services—Bryar and Carr offer unprecedented access to the Amazon way as it was developed and proven to be repeatable, scalable, and adaptable. With keen analysis and practical steps for applying it at your own company—no matter the size—the authors illuminate how Amazon’s fourteen leadership principles inform decision-making at all levels of the company. With a focus on customer obsession, long-term thinking, eagerness to invent, and operational excellence, Amazon’s ground-level practices ensure these characteristics are translated into action and flow through all aspects of the business. Working Backwards is both a practical guidebook and the story of how the company grew to become so successful. It is filled with the authors’ in-the-room recollections of what “Being Amazonian” is like and how their time at the company affected their personal and professional lives. They demonstrate that success on Amazon’s scale is not achieved by the genius of any single leader, but rather through commitment to and execution of a set of well-defined, rigorously-executed principles and practices—shared here for the very first time. Whatever your talent, career or organization might be, find out how you can put Working Backwards to work for you. |
| flywheel meaning in business: Building the Business of You Connie Steele, 2021-02-07 Career Progression Isn't Linear Anymore. Here's Why That's a Good Thing. What if everything we've been told about building a successful career is wrong? What if advice like go to school, get a job at a great company, and rise through the ranks is outdated? What if there's a better way to find fulfilling work that pays well? Connie Steele has spent ten years studying the workplace trends that are now permanent changes. Working at Fortune 500, start-up and scale-up organizations, high-growth tech companies, and consulting with C-level executives, Connie has seen firsthand that business is no longer binary, hierarchical, or absolute. It's non-linear, collaborative, and fluid. You don't have to start at the bottom and earn your way up; you can start at the top, as CEO of you. In Building the Business of You, Connie shares the trends of tomorrow so professionals, entrepreneurs, freelancers, founders, and side hustlers can skate where the puck will be and form their own career mashup. This is Connie's term for the career of the future (and the present) in which workers merge their skills, interests, passions, values, hobbies, opportunities, relationships, education, network, identity, and even multiple jobs and gigs. Because the dream job is no longer something you get; it's something you create. And Building the Business of You provides all the practical tools you need for yours. |
| flywheel meaning in business: The Founder's Dilemmas Noam Wasserman, 2013-04 The Founder's Dilemmas examines how early decisions by entrepreneurs can make or break a startup and its team. Drawing on a decade of research, including quantitative data on almost ten thousand founders as well as inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, Noam Wasserman reveals the common pitfalls founders face and how to avoid them. |
| flywheel meaning in business: Good Is the New Cool Afdhel Aziz, Bobby Jones, 2016-10-25 “We are at a crossroads: either we can try to prop up the old, broken marketing model, or we can create a new model, one that is fit for the unique challenges of today.” —From Good Is the New Cool Marketing has an image problem. Media-savvy millennials, and their younger Gen Z counterparts, no longer trust advertising, and they demand increased social responsibility from their brands—while still insisting on cutting-edge products with on-trend design. As always, brands need to be cool—but now they need to be good, too. It’s a tall order, and with new technology empowering consumers to bypass advertisements altogether, it won’t be long before the old, advertising-based marketing model goes the way of the major label. If only there was a new model, one that allowed companies to address environmental, civic, and economic issues in a way that grew their brand and business, while giving back to society, and re-branding branding as a powerful force for good. Enter Good is The New Cool, a bold new manifesto from marketing experts Afdhel Aziz and Bobby Jones. In provocative, whip-smart, and streetwise style, they take aim at conventional marketing, posing the questions few have had the vision and courage to ask: If the system is broken, how can we fix it? Rather than sinking money into advertising, why not create a new model, in which great marketing optimizes life? With seven revolutionary new principles—from “Treat People as Citizens, Not Consumers,” to “Lead with the Cool”—and insights and interviews from a new generation of marketers, social entrepreneurs, and leaders of such brands as Zappos, Citibank, The Honest Company, as well as the culture creators working with artists like Lady Gaga, Pharrell, and Justin Bieber, this rule-breaking book is the new business model for the twenty-first century, and a call to action for anyone committed to building a better tomorrow. This visionary book won’t just change your business—it will change the world. |
| flywheel meaning in business: Exponential Organizations Salim Ismail, 2014-10-14 Frost & Sullivan's 2014 Growth, Innovation, and Leadership Book of the Year EXPONENTIAL ORGANIZATIONS should be required reading for anyone interested in the ways exponential technologies are reinventing best practices in business. —Ray Kurzweil, Director of Engineering at Google In business, performance is key. In performance, how you organize can be the key to growth. In the past five years, the business world has seen the birth of a new breed of company—the Exponential Organization—that has revolutionized how a company can accelerate its growth by using technology. An ExO can eliminate the incremental, linear way traditional companies get bigger, leveraging assets like community, big data, algorithms, and new technology into achieving performance benchmarks ten times better than its peers. Three luminaries of the business world—Salim Ismail, Yuri van Geest, and Mike Malone—have researched this phenomenon and documented ten characteristics of Exponential Organizations. Here, in EXPONENTIAL ORGANIZATIONS, they walk the reader through how any company, from a startup to a multi-national, can become an ExO, streamline its performance, and grow to the next level. EXPONENTIAL ORGANIZATIONS is the most pivotal book in its class. Salim examines the future of organizations and offers readers his insights on the concept of Exponential Organizations, because he himself embodies the strategy, structure, culture, processes, and systems of this new breed of company. —John Hagel, The Center for the Edge Chosen by Benjamin Netanyahu, Prime Minister of Israel, to be one of Bloomberg's Best Books of 2015 |
| flywheel meaning in business: BE 2.0 (Beyond Entrepreneurship 2.0) Jim Collins, William Lazier, 2020-12-01 From Jim Collins, the most influential business thinker of our era, comes an ambitious upgrade of his classic, Beyond Entrepreneurship, that includes all-new findings and world-changing insights. What's the roadmap to create a company that not only survives its infancy but thrives, changing the world for decades to come? Nine years before the publication of his epochal bestseller Good to Great, Jim Collins and his mentor, Bill Lazier, answered this question in their bestselling book, Beyond Entrepreneurship. Beyond Entrepreneurship left a definitive mark on the business community, influencing the young pioneers who were, at that time, creating the technology revolution that was birthing in Silicon Valley. Decades later, successive generations of entrepreneurs still turn to the strategies outlined in Beyond Entrepreneurship to answer the most pressing business questions. BE 2.0 is a new and improved version of the book that Jim Collins and Bill Lazier wrote years ago. In BE 2.0, Jim Collins honors his mentor, Bill Lazier, who passed away in 2005, and reexamines the original text of Beyond Entrepreneurship with his 2020 perspective. The book includes the original text of Beyond Entrepreneurship, as well as four new chapters and fifteen new essays. BE 2.0 pulls together the key concepts across Collins' thirty years of research into one integrated framework called The Map. The result is a singular reading experience, which presents a unified vision of company creation that will fascinate not only Jim's millions of dedicated readers worldwide, but also introduce a new generation to his remarkable work. |
| flywheel meaning in business: Great by Choice Jim Collins, Morten T. Hansen, 2011-10-11 Ten years after the worldwide bestseller Good to Great, Jim Collins returns withanother groundbreaking work, this time to ask: why do some companies thrive inuncertainty, even chaos, and others do not? Based on nine years of research,buttressed by rigorous analysis and infused with engaging stories, Collins andhis colleague Morten Hansen enumerate the principles for building a truly greatenterprise in unpredictable, tumultuous and fast-moving times. This book isclassic Collins: contrarian, data-driven and uplifting. |
| flywheel meaning in business: Sooner Safer Happier Jonathan Smart, 2020-11-10 This is one of the most important Agile books since The Phoenix Project. —Charles Betz, Principle Analyst, Forrester Research It's no secret that we are living in the Digital Age. Technology companies make up seven of the world's ten largest firms by market capitalization. And the key to their success is the key to all modern organizations. Jonathan Smart, business agility practitioner, thought leader, and coach, reveals the patterns and antipatterns that will help organizations from every industry deliver better value sooner, safer, and happier through high levels of engagement, inclusion, and empowerment. Through his decades of experience in the technology world, Smart provides business leaders with a blueprint for creating a world-class organization of the future. Through Agile and Lean ways of working, business leaders can empower teams to improve production, grow together, and create better services for their customers. These better ways of working have overflowed from the IT department to every corner of successful organizations, taking root in every industry from aerospace to accounting, insurance to shipping. This book is not about software development. It is not a book about the computer industry. This book is about applying agility across the entire organization. It's a book that will put you at the front of change and ahead of the competition. A true business-wide perspective on Digital Transformation and the need for whole business agility. —Adam Banks, Non Executive Director and Former CTIO of AP Moller Maersk **Note from the Authors: Purchases will result in the planting of trees and empowerment of women, in countries with the lowest scores on the IUCN's gender and environment index. It's not just carbon neutral, purchases in any format will result in, on average, 10x greater carbon offset. |
| flywheel meaning in business: Attention Factory Matthew Brennan, 2020-10-10 How did Tik Tok rise so fast? Who's really behind China's first truly global internet giant? In 2012, ByteDance was just a handful of geeks working out of a scrappy four-bedroom Beijing apartment. Today, it's the world's fastest-growing tech behemoth worth over $100 billion. Written by China internet specialist and internationally recognized speaker Matthew Brennan and edited by TechCrunch journalist Rita Liao. Attention Factory is packed with over 300 pages of original analysis and exclusive reporting that you cannot find elsewhere. The rise and fall of Vine and Musical.ly The company's iconic founder, Zhang Yiming The original China version of TikTok--Douyin ByteDance's first flagship app, Toutiao The power of short video memes And so much more... Discover how recommendation engines, content operations, and good old China-style growth hacking hold the key to this company's success. A creative blend of storytelling and analysis, Attention Factory is perfect for business professionals, technology firm investors, and anyone passionate about how the internet is impacting our lives. Get it now. |
| flywheel meaning in business: Lost and Founder Rand Fishkin, 2024-05-14 Rand Fishkin, the founder and former CEO of Moz, reveals how traditional Silicon Valley wisdom leads far too many startups astray, with the transparency and humor that his hundreds of thousands of blog readers have come to love. Everyone knows how a startup story is supposed to go: A young, brilliant entrepreneur has a cool idea, drops out of college, defies the doubters, overcomes all odds, makes billions, and becomes the envy of the technology world. This is not that story. It's not that things went badly for Rand Fishkin; they just weren't quite so Zuckerberg-esque. His company, Moz, maker of marketing software, is now a $45 million/year business, and he's one of the world's leading experts on SEO. But his business and reputation took fifteen years to grow, and his startup began not in a Harvard dorm room but as a mother-and-son family business that fell deeply into debt. Now Fishkin pulls back the curtain on tech startup mythology, exposing the ups and downs of startup life that most CEOs would rather keep secret. For instance: A minimally viable product can be destructive if you launch at the wrong moment. Growth hacking may be the buzzword du jour, but initiatives can fizzle quickly. Revenue and growth won't protect you from layoffs. And venture capital always comes with strings attached. Fishkin's hard-won lessons are applicable to any kind of business environment. Up or down the chain of command, at both early stage startups and mature companies, whether your trajectory is riding high or down in the dumps: this book can help solve your problems, and make you feel less alone for having them. |
| flywheel meaning in business: Turning Goals into Results (Harvard Business Review Classics) Jim Collins, 2017-01-17 Most executives have a big, hairy, audacious goal. But they install layers of stultifying bureaucracy that prevent them from realizing it. In this article, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps turn lofty aspirations into reality. The crucial link between objectives and results, this tool is a galvanizing, nonbureaucratic way to turn one into the other. But the same catalytic mechanism that works in one organization won’t necessarily work in another. So, to help readers get started, Collins offers some general principles that support the process of building one effectively. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice. The Harvard Business Review Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world. |
| flywheel meaning in business: The AI-First Company Ash Fontana, 2021-05-04 Artificial Intelligence is transforming every industry, but if you want to win with AI, you have to put it first on your priority list. AI-First companies are the only trillion-dollar companies, and soon they will dominate even more industries, more definitively than ever before. These companies succeed by design--they collect valuable data from day one and use it to train predictive models that automate core functions. As a result, they learn faster and outpace the competition in the process. Thankfully, you don't need a Ph.D. to learn how to win with AI. In The AI-First Company, internationally-renowned startup investor Ash Fontana offers an executable guide for applying AI to business problems. It's a playbook made for real companies, with real budgets, that need strategies and tactics to effectively implement AI. Whether you're a new online retailer or a Fortune 500 company, Fontana will teach you how to: • Identify the most valuable data; • Build the teams that build AI; • Integrate AI with existing processes and keep it in check; • Measure and communicate its effectiveness; • Reinvest the profits from automation to compound competitive advantage. If the last fifty years were about getting AI to work in the lab, the next fifty years will be about getting AI to work for people, businesses, and society. It's not about building the right software -- it's about building the right AI. The AI-First Company is your guide to winning with artificial intelligence. |
| flywheel meaning in business: Dare to Lead Brené Brown, 2018-10-09 #1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership. |
| flywheel meaning in business: 7 Powers Hamilton Helmer, 2016-10-25 7 Powers details a strategy toolset that enables you to build an enduringly valuable company. It was developed by Hamilton Helmer drawing on his decades of experience as a strategy advisor, equity investor and Stanford University teacher. This is must reading for any business person and applies to all businesses, new or mature, large or small. |
| flywheel meaning in business: The Hedgehog and the Fox Isaiah Berlin, 2022-04-28 'Brilliant. Searching and profound' E.H. Carr, Times Literary Supplement 'When reading Isaiah Berlin we breathe an altogether different air' New York Review of Books 'Beautifully written' W. H. Auden, New Yorker 'Ingenious. Exactly what good critical writing should be' Max Beloff, Guardian The fox knows many things, but the hedgehog knows one big thing. For Isaiah Berlin, there is a fundamental distinction in mankind: those who are fascinated by the infinite variety of things - foxes - and those who relate everything to a central all-embracing system - hedgehogs. It can be applied to the greatest creative minds: Dante, Ibsen and Proust are hedgehogs, while Shakespeare, Aristotle and Joyce are foxes. Yet when Berlin reaches the case of Tolstoy, he finds a fox by nature, but a hedgehog by conviction; a duality which holds the key to understanding Tolstoy's work, illuminating a paradox of his philosophy of history and showing why he was frequently misunderstood by his contemporaries and critics. With a foreword by Michael Ignatieff A W&N Essential |
| flywheel meaning in business: Spin Sucks Gini Dietrich, 2014 Go beyond PR spin! Master better ways to communicate honestly and regain the trust of your customers and stakeholders with this book. |
| flywheel meaning in business: Execution Larry Bossidy, Ram Charan, Charles Burck, 2009-11-10 #1 NEW YORK TIMES BESTSELLER • More than two million copies in print! The premier resource for how to deliver results in an uncertain world, whether you’re running an entire company or in your first management job. “A must-read for anyone who cares about business.”—The New York Times When Execution was first published, it changed the way we did our jobs by focusing on the critical importance of “the discipline of execution”: the ability to make the final leap to success by actually getting things done. Larry Bossidy and Ram Charan now reframe their empowering message for a world in which the old rules have been shattered, radical change is becoming routine, and the ability to execute is more important than ever. Now and for the foreseeable future: • Growth will be slower. But the company that executes well will have the confidence, speed, and resources to move fast as new opportunities emerge. • Competition will be fiercer, with companies searching for any possible advantage in every area from products and technologies to location and management. • Governments will take on new roles in their national economies, some as partners to business, others imposing constraints. Companies that execute well will be more attractive to government entities as partners and suppliers and better prepared to adapt to a new wave of regulation. • Risk management will become a top priority for every leader. Execution gives you an edge in detecting new internal and external threats and in weathering crises that can never be fully predicted. Execution shows how to link together people, strategy, and operations, the three core processes of every business. Leading these processes is the real job of running a business, not formulating a “vision” and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism. With paradigmatic case histories from the real world—including examples like the diverging paths taken by Jamie Dimon at JPMorgan Chase and Charles Prince at Citigroup—Execution provides the realistic and hard-nosed approach to business success that could come only from authors as accomplished and insightful as Bossidy and Charan. |
| flywheel meaning in business: Small Change Michael Edwards, 2010-01-11 A new movement is afoot that promises to save the world by applying the magic of the market to the challenges of social change. But in this hard-hitting, controversial exposé, Michael Edwards shows that business is ill-equipped to attack the causes of poverty, inequality, violence, and discrimination. Achieving fundamental social transformation requires cooperation rather than competition, collective action more than individual effort, and support for long-term, systemic solutions instead of immediate results. With a vested interest in the status quo, business can promise only limited advances: small change. It's time to turn away from the false promise of the market and reassert the independence of global citizen action. |
| flywheel meaning in business: The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Steven J. Spear, 2010-05-07 Generate faster, better results—using less capital and fewer resources! Toyota, Alcoa, Pratt & Whitney, and the U.S. Navy's Nuclear Power Program operate in vastly different worlds, but they have one thing in common. Each of these organizations generates constant, almost automatic operational self-improvements at rates faster, durations longer, and breadths wider than any of its competitors. Excellence in operational management is the single element separating industry leaders from all others. The High-Velocity Edge is a blueprint for fueling innovation and improvement at both the management and process level in your own company. It’s not magic, it’s not luck. It’s something that that can be taught, cultivated, practiced, and effectively applied to an organization. Spears explains how to: Build a system of “dynamic discovery” that reveals operational problems and weaknesses Attack and solve problems at the time and in the place where they occur, converting weaknesses into strengths Disseminate knowledge gained from solving local problems throughout the company as a whole Create managers invested in the process of continual innovation Apply the lessons of The High-Velocity Edge, and you will enjoy profitability, quality, efficiency, reliability, and agility unmatched by any of your rivals. |
| flywheel meaning in business: The Imagination Machine Martin Reeves, Jack Fuller, 2021-06-08 A guide for mining the imagination to find powerful new ways to succeed. We need imagination now more than ever—to find new opportunities, rethink our businesses, and discover paths to growth. Yet too many companies have lost their ability to imagine. What is this mysterious capacity? How does imagination work? And how can organizations keep it alive and harness it in a systematic way? The Imagination Machine answers these questions and more. Drawing on the experience and insights of CEOs across several industries, as well as lessons from neuroscience, computer science, psychology, and philosophy, Martin Reeves of Boston Consulting Group's Henderson Institute and Jack Fuller, an expert in neuroscience, provide a fascinating look into the mechanics of imagination and lay out a process for creating ideas and bringing them to life: The Seduction: How to open yourself up to surprises The Idea: How to generate new ideas The Collision: How to rethink your idea based on real-world feedback The Epidemic: How to spread an evolving idea to others The New Ordinary: How to turn your novel idea into an accepted reality The Encore: How to repeat the process—again and again. Imagination is one of the least understood but most crucial ingredients of success. It's what makes the difference between an incremental change and the kinds of pivots and paradigm shifts that are essential to transformation—especially during a crisis. The Imagination Machine is the guide you need to demystify and operationalize this powerful human capacity, to inject new life into your company, and to head into unknown territory with the right tools at your disposal. |
| flywheel meaning in business: A Radical Enterprise Matt K. Parker, 2022-02-22 The fastest growing and most competitive organizations in the world have no bureaucracies, no bosses, and no bullshit. The tomato sauce in your pantry. The raincoat in your closet. The smart TV hanging in your living room. What do all of these products have in common? Chances are they were created by organizations where colleagues self-allocate into teams based on intrinsic motivation. Where individuals self-manage their commitments to each other without the coercion of managers. And where teams launch new products and ventures on the market without the control of leaders. These organizations represent a new, radically collaborative breed of corporation. Recently doubling in number and already comprising 8% of corporations around the world, scientists and researchers have discovered that radically collaborative organizations are more competitive on practically every meaningful financial measure. They enjoy higher market share, higher innovation, and higher customer satisfaction than their traditional corporate competitors—and they also enjoy higher engagement, loyalty, and motivation from their employees. In this groundbreaking book, technology thought leader and organizational architect Matt K. Parker breaks down the counterintuitive principles and practices that radically collaborative organizations thrive on. By combining the latest insights from organizational science, sociology, and psychology, he illuminates four imperatives that all radically collaborative organizations must embrace in order to succeed: team autonomy, managerial devolution, deficiency gratification, and candid vulnerability. Millions of workers around the world are collapsing under the weight of command-and-control culture. The crisis has reached its breaking point. Now is the time to embrace radical change. Discover the revolutionary shift to partnership and equality and the economic superiority that follows with A Radical Enterprise. |
| flywheel meaning in business: Flywheel Eric Wilson, Alex Kendrick, Stephen Kendrick, 2011-07-11 From the makers of Overcomer and Fireproof comes a novel that asks: what’s the most important thing in your life? Jay Austin did what it took to get ahead and make the quick sell at work. Problem was—the more successful he was, the more he traded what really mattered. His integrity. His relationship with his wife. His time with his son. He was chasing things that had no eternal significance. It wasn’t until God slowly unraveled everything that he saw how empty his life had become. Now it will take a courageous heart and a saving grace for Jay to finally turn his drive into a desire for a more authentic life with God as well as with his wife and son. In a world filled with cheap imitations that distract us from God’s higher plans, Flywheel is a powerful parable for all who hunger to live an authentic life. Full-length inspirational contemporary read Novelization of the Kendrick brothers’ film Flywheel Includes bonus materials and discussion questions for book clubs |
| flywheel meaning in business: The Guru Investor John P. Reese, Jack M. Forehand, 2009-02-04 Today's investor is faced with a myriad of investment options and strategies. Whether you are seeking someone to manage your money or are a self-directed investor deciding to tackle the market on your own, the options can be overwhelming. In an easy-to-read and simple format, this book will dissect the strategies of some of Wall Street's most successful investment gurus and teach readers how to weed through the all of the choices to find a strategy that works for them. The model portfolio system that author John Reese developed turns each strategy into an actionable system, addressing many of the common mistakes that doom individual investors to market underperformance. This book will focus on the principles behind the author's multi-guru approach, showing how investors can combine the proven strategies of these legendary gurus into a disciplined investing system that has significantly outperformed the market. Gurus covered in the book are: Benjamin Graham; John Neff; David Dreman; Warren Buffett; Peter Lynch; Ken Fisher; Martin Zweig; James O'Shaughnessy; Joel Greenblatt; and Joseph Piotroski. |
| flywheel meaning in business: The Unicorn Project Gene Kim, 2019-11-26 The Phoenix Project wowed over a half-million readers. Now comes the Wall Street Journal Bestselling Wall Street Journal bestselling The Unicorn Project! “The Unicorn Project is amazing, and I loved it 100 times more than The Phoenix Project…”—FERNANDO CORNAGO, Senior Director Platform Engineering, Adidas “Gene Kim does a masterful job of showing how … the efforts of many create lasting business advantages for all.”—DR. STEVEN SPEAR, author of The High-Velocity Edge, Sr. Lecturer at MIT, and principal of HVE LLC. “The Unicorn Project is so clever, so good, so crazy enlightening!”––CORNELIA DAVIS, Vice President Of Technology at Pivotal Software, Inc., Author of Cloud Native Patterns This highly anticipated follow-up to the bestselling title The Phoenix Project takes another look at Parts Unlimited, this time from the perspective of software development. In The Unicorn Project, we follow Maxine, a senior lead developer and architect, as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy and to work within a system where no one can get anything done without endless committees, paperwork, and approvals. One day, she is approached by a ragtag bunch of misfits who say they want to overthrow the existing order, to liberate developers, to bring joy back to technology work, and to enable the business to win in a time of digital disruption. To her surprise, she finds herself drawn ever further into this movement, eventually becoming one of the leaders of the Rebellion, which puts her in the crosshairs of some familiar and very dangerous enemies. The Age of Software is here, and another mass extinction event looms—this is a story about rebel developers and business leaders working together, racing against time to innovate, survive, and thrive in a time of unprecedented uncertainty...and opportunity. “The Unicorn Project provides insanely useful insights on how to improve your technology business.”—DOMINICA DEGRANDIS, author of Making Work Visible and Director of Digital Transformation at Tasktop ——— “My goal in writing The Unicorn Project was to explore and reveal the necessary but invisible structures required to make developers (and all engineers) productive, and reveal the devastating effects of technical debt and complexity. I hope this book can create common ground for technology and business leaders to leave the past behind, and co-create a better future together.”—Gene Kim, November 2019 |
| flywheel meaning in business: The Client-Centered Law Firm Jack Newton, 2020-01-28 The legal industry has long been risk averse, but when it comes to adapting to the experience-driven world created by companies like Netflix, Uber, and Airbnb, adherence to the old status quo could be the death knell for today's law firms. In The Client-Centered Law Firm, Clio cofounder Jack Newton offers a clear-eyed and timely look at how providing a client-centered experience and running an efficient, profitable law firm aren't opposing ideas. With this approach, they drive each other. Covering the what, why, and how of running a client-centered practice, with examples from law firms leading this revolution as well as practical strategies for implementation, The Client-Centered Law Firm is a rallying call to unlock the enormous latent demand in the legal market by providing client-centered experiences, improving internal processes, and raising the bottom line. |
| flywheel meaning in business: Play Bigger Al Ramadan, Dave Peterson, Christopher Lochhead, Kevin Maney, 2016-06-14 The founders of a respected Silicon Valley advisory firm study legendary category-creating companies and reveal a groundbreaking discipline called category design. Winning today isn’t about beating the competition at the old game. It’s about inventing a whole new game—defining a new market category, developing it, and dominating it over time. You can’t build a legendary company without building a legendary category. If you think that having the best product is all it takes to win, you’re going to lose. In this farsighted, pioneering guide, the founders of Silicon Valley advisory firm Play Bigger rely on data analysis and interviews to understand the inner workings of “category kings”— companies such as Amazon, Salesforce, Uber, and IKEA—that give us new ways of living, thinking or doing business, often solving problems we didn’t know we had. In Play Bigger, the authors assemble their findings to introduce the new discipline of category design. By applying category design, companies can create new demand where none existed, conditioning customers’ brains so they change their expectations and buying habits. While this discipline defines the tech industry, it applies to every kind of industry and even to personal careers. Crossing the Chasm revolutionized how we think about new products in an existing market. The Innovator’s Dilemma taught us about disrupting an aging market. Now, Play Bigger is transforming business once again, showing us how to create the market itself. |
| flywheel meaning in business: Project to Product Mik Kersten, 2018-11-20 As tech giants and startups disrupt every market, those who master large-scale software delivery will define the economic landscape of the 21st century, just as the masters of mass production defined the landscape in the 20th. Unfortunately, business and technology leaders are woefully ill-equipped to solve the problems posed by digital transformation. At the current rate of disruption, half of S&P 500 companies will be replaced in the next ten years. A new approach is needed. In Project to Product, Value Stream Network pioneer and technology business leader Dr. Mik Kersten introduces the Flow Framework—a new way of seeing, measuring, and managing software delivery. The Flow Framework will enable your company’s evolution from project-oriented dinosaur to product-centric innovator that thrives in the Age of Software. If you’re driving your organization’s transformation at any level, this is the book for you. |
| flywheel meaning in business: How the Mighty Fall Jim Collins, 2011-09-06 Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom. Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4. Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again. |
What does a flywheel do and what is it connected to?
Jan 12, 2016 · A flywheel is a rotating mechanical device that is used to store rotational energy. ... - Providing continuous energy when the energy source is discontinuous. For example, …
What are the benefits of a lightweight flywheel and why aren't they ...
Apr 20, 2016 · The flywheel keeps your engine spinning. The inertia of a flywheel is in direct proportion to the mass of the flywheel. Newton's first law of motion states, "An object at rest …
Has Anyone Ever Seen a Bad Flywheel Cause No Spark?
Nov 3, 2014 · The flywheel has a broken fin that did some damage to the flywheel. The magnets got ground down a bit. The stock flywheel has two magnets covers with a plastic membrane …
Husqvarna 162 Flywheel issues. | Arborist, Chainsaw & Tree …
Nov 8, 2024 · I thought it might be a compression problem, but I have found that the fly wheel spins while the crankshaft doesn’t as long as the spark plug is in. I took off the flywheel, …
Stihl MS280 flywheel | Arborist, Chainsaw & Tree Work Forum
Apr 8, 2007 · Flywheel doesn't have pawls on it, just conventional looking. I haven't seen the saw, he just brought the flywheel over and it's indeed broken. There's an earlier thread on this that …
Flywheels with cast in key - how to repair sheared key?
Aug 5, 2001 · First, score a line on the top of the crank and flywheel where the key alignment should be, important to be very accurate. Next, paste the compund on the taper of the crank or …
stihl 064 flywheel and coil combo help | Arborist, Chainsaw
Mar 31, 2009 · I have a stihl 064 I think the coil is going out. I pulled the flywheel today and its a 1122 400 1204 the coil is the prufrex 1122 400 1303. I know this was talked about a few …
engine - What are the differences between a dual mass flywheel …
Sep 28, 2016 · A dual mass flywheel (or DMF) is a flywheel that is split into two halves (hence the name...), with a spring or springs between them to dampen out sudden changes in torque and …
Help w/Removing Flywheel Homelite Super-XL
Feb 29, 2008 · The best way is with a puller, but the redneck way usually works too (Guilty!): after you've removed the nut, take a rubber mallet and smack the flywheel right on the magnet side. …
How to stop flywheel from spinning without special tools?
Put one of your pressure plate bolts into the flywheel (so the head is flush with the flywheel, but it doesn't need to be tight) Place a pry bar, pipe, or some other piece of metal between the bolt …
What does a flywheel do and what is it connected to?
Jan 12, 2016 · A flywheel is a rotating mechanical device that is used to store rotational energy. ... - Providing continuous energy when the energy source is discontinuous. For example, …
What are the benefits of a lightweight flywheel and why aren't they ...
Apr 20, 2016 · The flywheel keeps your engine spinning. The inertia of a flywheel is in direct proportion to the mass of the flywheel. Newton's first law of motion states, "An object at rest …
Has Anyone Ever Seen a Bad Flywheel Cause No Spark?
Nov 3, 2014 · The flywheel has a broken fin that did some damage to the flywheel. The magnets got ground down a bit. The stock flywheel has two magnets covers with a plastic membrane …
Husqvarna 162 Flywheel issues. | Arborist, Chainsaw & Tree …
Nov 8, 2024 · I thought it might be a compression problem, but I have found that the fly wheel spins while the crankshaft doesn’t as long as the spark plug is in. I took off the flywheel, …
Stihl MS280 flywheel | Arborist, Chainsaw & Tree Work Forum
Apr 8, 2007 · Flywheel doesn't have pawls on it, just conventional looking. I haven't seen the saw, he just brought the flywheel over and it's indeed broken. There's an earlier thread on this that …
Flywheels with cast in key - how to repair sheared key?
Aug 5, 2001 · First, score a line on the top of the crank and flywheel where the key alignment should be, important to be very accurate. Next, paste the compund on the taper of the crank or …
stihl 064 flywheel and coil combo help | Arborist, Chainsaw
Mar 31, 2009 · I have a stihl 064 I think the coil is going out. I pulled the flywheel today and its a 1122 400 1204 the coil is the prufrex 1122 400 1303. I know this was talked about a few …
engine - What are the differences between a dual mass flywheel …
Sep 28, 2016 · A dual mass flywheel (or DMF) is a flywheel that is split into two halves (hence the name...), with a spring or springs between them to dampen out sudden changes in torque and …
Help w/Removing Flywheel Homelite Super-XL
Feb 29, 2008 · The best way is with a puller, but the redneck way usually works too (Guilty!): after you've removed the nut, take a rubber mallet and smack the flywheel right on the magnet side. …
How to stop flywheel from spinning without special tools?
Put one of your pressure plate bolts into the flywheel (so the head is flush with the flywheel, but it doesn't need to be tight) Place a pry bar, pipe, or some other piece of metal between the bolt …
