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Over the last 25 years Geoffrey Moore has established himself as one of the most influential high tech advisors in the world—once prompting Conan O’Brien to ask “Who is Geoffrey Moore and why is he famous than me?” Following up on the ferociously innovative ESCAPE VELOCITY which served as the basis for Moore’s consulting work to such companies as Salesforce Microsoft and Intel ZONE TO WIN serves as the companion playbook for his landmark guide offering a practical manual to address the challenge large enterprises face when they seek to add a new line of business to their established portfolio Focused on spurring next generation growth guiding mergers and acuisitions and embracing disruption and innovation ZONE TO WIN is a high powered tool for driving your company above and beyond its limitations its definitions of success and ultimately its competitors Moore’s classic bestseller CROSSING THE CHASM has sold than one million copies by addressing the challenges faced by start up companies Now ZONE TO WIN is set to guide established enterprises through the same journey “For any company regardless of size or industry ZONE TO WIN is the playbook for succeeding in today’s disruptive connected fast paced business world” —Marc Benioff CEO Salesforce “Once again Geoffrey Moore weighs in with a prescient examination of what it takes to win in today’s competitive disruptive business environment” —Satya Nadella CEO Microsoft With this book Geoffrey Moore continues to lead us all through ever changing timesHis work has changed the game of changing the game —Gary Kovacs CEO AVG “ZONE TO WIN uses crystal clear language to describe the management plays necessary to win in an ever disrupting marketplace Regardless of your level of management experience you will find this book an invaluable tool for building long term success for your business” —Lip Bu Tan President and CEO Cadence Design Systems


10 thoughts on “Zone to Win

  1. says:

    Very good book full of management wisdom I read this book as per recommendation of my friend from EO eonetworkorg and due to business related organisational issue Before reading this book I was adept of all rounded CEOs who would do both achieve great operational results and open new productsmarketsAuthor succeeded in shaping my mind The key idea is about focus and alignment between management to run company effectively in all aspectsTo be successful each manager should be given clear KPI from a single zone If heshe is given KPI from two zones there will be contradiction and the focus will be lostAuthor defines 4 zones Zone 1 Performance key objective is to achieve sales number; Zone 2 Productivity key objective is to achieve profitability and operational effectiveness; Zone 3 Incubation key objective is to find new lines of businesses and catch the next wave; Zone 4 Transformation key objective is to scale the succeeded projects from the Zone 3 and roll out over zone 1 making it core businessHere comes very illustrative uotes from Moore on focus and zoning principle “When a go to market organization is charged to scale two or new franchises while at the same time being expected to make the numbers in the established lines of business anyone with experience knows this is simply not going to happen“To compete effectively management must free itself from this bind It needs to reconfigure its enterprise to fight independently on multiple fronts acting in parallel but not in lockstepif it is the performance zone’s job to win the war at the top line it is the productivity zone’s job to win the peace at the bottom line“If someone uestions you putting all your eggs in one basket just tell them “In our company we like to lay eggs one at a time By the way we find most chickens do too”“When you step back from it it’s not all that unlike youth soccer Like our overenthusiastic children we all tend to run to the ball and we all hope to score the goal But business like soccer is a team sport and success depends on understanding formation and playing position That is what zone offense and zone defense are all about in business as in sports“Specifically what zone management ensures is that resource allocation return on investment organizational structure operating cadence success metrics and management compensation all get aligned with the priorities and deliverables uniue to each of the four zonesExplanation of key kind of work done while making performance improvements in Zone 1 great mnemonics about HORSE RIDER TRAIL“ on areas that are significantly behind plan the key uestion being do we double down on our current efforts or change course? Course changes can be grouped into three kinds under the mnemonic horse rider trail That is if our current plan is failing and we want to make a change should we swap out the horse the product or service we are offering the rider the manager in charge of the function that is underperforming or the trail the market segment we are targeting?I liked a lot the analogy made for Incubation zone“ Initial seed round Validate the technology Series A round Build a minimum viable product and validate the market Series B round Target a beachhead market build a viable whole product solution and win a dominant share of new sales within that segment Series C round Scale into adjacent markets in preparation for an exit into the transformation zoneAs a bottom line for the book I realised how important is not mixing up KPIs of business CEO and senior team members One of the key takeaway was that incubation zone should be as segregated as possible from the core business however should be funded by pre defined amount of budget sourced from the core businessWould recommend the book to all professional managersСсылка на полную версию этого ревью в том числе mind map в моем блокноте Также цитирую отзыв Павла Анненкова по чьей рекомендации я прочитал эту книгуВ книге глубоко разобрана тема разделения бизнеса компании на отдельные области Вашей компании надо постоянно искать новые возможности чтобы не пропустить следующую волну роста и оседлать её Одна и та же команда управленцев не может одновременно заниматься поиском и развитием новых направлений и при этом поддерживать стабильную работу текущей бизнес модели Для того чтобы эффективно управлять компанией надо разделить весь бизнес на 4 Зоны Каждая из них имеет свою динамику развития и доходности За работу каждой зоны отвечает отдельный руководитель1 Зона результативности Задача руководителя здесь поддерживать работу текущей бизнес модели и выполнять годовые и квартальные планы по продажам и прибыли Чистая операционная работа2 Зона Продуктивности Здесь задача руководителя внедрять более эффективные способы исполнения операционной работы Новые подходы в логистике маркетинге обслуживания клиентов и работе с поставщиками Этии нововведения должны улучшить работы Зоны 13 Инкубационная Зона Здесь вам надо отслеживать новые тренды в вашей отрасли и бизнесе в целом брать и тестировать новые продукты услуги каналы сбыта и бизнес модели Пробовать применять ошибаться и двигаться дальше4 Зона Трансформации Если какой то подход сработал в 3 ей зоне и вы решаете что надо расширять его присутствие в вашем бизнесе то тогда происходит перенос модели или продукта в 4 ю Зону Здесь новое направление получает уже большие ресурсы и поддержку компании и начинается ростУ руководителя каждой Зоны свои метрики и KPI Я уже начал внедрять подход Мура в своих компаниях


  2. says:

    I watched a YouTube of Geoffrey Moore on Zone to Win a couple years ago but reading the book gave me so much insights of Moore's thought process behind the 4 zones and the offensedefense playbookLooking at the realignmentsrepriotizations in our business groups and company over the years one would have to wonder if the outcome could have been any different dare I say better? if our leaders had followed the strategies behind Zone to WinThe cased studies of Salesforce and Microsoft were relevant and useful And I especially liked the horse rider trail analogy used by MooreCourse changes can be grouped into three kinds under the mnemonic horse rider trail That is if our current plan is failing and we want to make a change should we swap out the horse the product or service we are offering the rider the manager in charge of the function that is underperforming or the trail the market segment we are targeting?Strongly recommended for those who would like to delve into business management strategies


  3. says:

    Disclaimer I read this for workThe company I work for is in a state of transition so this book was helpful in understanding management's recent choices As for the content of the book the language is for those who spend their lives writing PowerPoint slides taking golf lessons and reading Malcom Gladwell books the reuse of the phrase tipping point killed me If that doesn't describe you and you aren't reuired to read this book you may want to pass There are better written business books out there This isn't a fun read for the average laymanNow for the good parts unlike every other business book on the market Zone to Win gives a specific playbook for CEOs to compete in a disruptive market There are very specific actions to take and pitfalls to avoid Most business books I read are full of affirmations and generalizations Not Zone to Win Here you have a 3 to 5 year roadmap on how to restructure a publicly traded company to adapt to change Whether the roadmap truly works that I can't say But it sounds like a good plan


  4. says:

    Businesses are designed to be stable – shareholders want predictable growth and returns However for a bussiness to catch the next big wave this is counter to stability To internally grow a new bussiness it is likely to result in a reduction of the current results To facilitate the growth of a new bussiness line extreme care needs to be taken to prevent innovation stagnation or from competition from other companiesThe book presents four zonesPerformance zoneMost of the revenue and profits are generated in this zone The aim of this zone is to drive the top line sales numbers Here products are stable and customers are relatively loyal Each bussiness here constitutes 10% of the total enterprise revenue Here if our current plan is failing we can do one of three thingsChange the product or service we are offeringChange the manager in charge of the function that is under performingChange the market segment we are targetingWhen a new fledgling bussiness comes along it is critical that this becomes the number one priority It has to scale to 10% within a maximum of 3 years else it will be suffocated by the other bussiness lines This means hitting targets is now the second priority as failing to scale the new bussiness line will mean that you will have missed the opportunity and all of the work to get it to this stage will have been wasted additionally this bring on of a new bussiness line is a temporary upheaval which should return higher profits in the future“The first principle of zone defence is that you must never attempt to disrupt yourself As an established enterprise your number one asset is the inertial momentum of your installed customer base Your number two asset is an ecosystem of partners that makes its living adding value to your established offerings” “Successful disruptions disrupt other companies' bussiness not their own” If you are being attacked your target should be to neutralise the opposition eg taxi firms using ride haling apps to counter Uber These neutralisation assets could come from work you are doing in the incubation zonePerformance MatrixSource of revenue vs channel of revenueEach cell must be accounted for not just the rows and columnsThe rows must be 10% of the revenue to be taken seriously As such only things in the performance zone are present hereProductivity zoneThe aim of the productivity zone is to improve the bottom line numbers Here all of the functions which do not have direct accountability for revenue – such as Accounting marketing supply chain The aim of the zone is Regulatory compliance – Culture values and tone set the direction of compliance with oversight detection and remediation to correct You have to design compliance in and monitor it vigilantlyImproved efficiency “doing things right”Improved effectiveness “doing the right things”When budgeting these functions should be separate from the budget for other bussiness units since all other zones use their function – each bussiness unit should not need to estimate how much of the shared service they will useOne key thing in this zone is to consider the end of life of bussiness units when it would be better to use the internal resource on something which brings the company value The best way is to have an end of life shared service since killing products is a specialist taskIncubation zoneThis is the place for ideas which are several years out The ideas in the incubation zone should not be incremental of what you have currently this is for the performance zone these are for things which could grow into being their own credible disruptive innovation delivering billions of dollars of revenue within a decade In the incubation zone it should build a highly competitive product into a bussiness with between 1 2% of the companies revenue so this needs the best people These are businesses in their own rights with specialist sales marketing and competitive services to compete against other startupsThe businesses in this zone are overseen by a venture board here they decide on investment into independent operating units Each unit is run the same way as a startup with venture funding and milestones Space in the incubation zone is limited so if a unit fails its technology should be assimilated into existing products and the team moved on Successful units then have the option to move to the transition zone if it is not already occupied the technology could be introduced into an existing line of products the unit could be spun off as a start up sold though seeking buyers might be a distraction or shut downTransformation zoneWhen bringing on a new bussiness unit into the main bussiness it will cause problems for your existing bussiness As an example your sales teams don't have the contacts to sell these products Things in the transformation zone will under deliver in the short term but the aim of this is long term gain and bussiness stabilityThe majority of the time the transformation zone is empty a bussiness can not cope with such huge change very often The most important thing to do is to complete the transformation than to make the current numbers – the growth of this bussiness unit is the businesses future not its present A company can only undertake one transformation at a time taking on two at the same time will be too much for the company to bare For the transformation to be successful every leader in the company must be aligned with the transformationFrom the moment a unit enters the transformation zone until it gets to 10% of revenue it will be a very destabilising forces within the company – above 10% it starts to stand on its own


  5. says:

    A business book a good business book consists primarily; there are some with additional ingredients of three things common sense data and a framework that provides a new focus on the first to and proposes a plan of actionMoore is a bit short on the data except in the final chapter but his common sense is so sensible and the framework sufficiently compelling that this is in fact a good business bookThis is not a book for every business Rather it is specific to businesses whose industry is being or has a real potential to be disrupted Being the big dog in such a business has advantages and disadvantages the advantages are clear name recognition business relationships and inertia; the disadvantages are also clear you are a target for the other dogs and inertia Inertia is good because it will carry you for a while while someone else disrupts your industry; it is bad because it makes it hard to do the disrupting or to respond properly when disruption comes from outside Moore suggests dividing your business priorities into four zonesThe first zone the performance zone is where except for a complete start up most of your money comes from It is your existing products relationships and distribution channelsIn the productivity zone are the programs and systems which while they don't directly produce revenue support the performance zone and make the revenue it produces profitable Moore suggests that the activities of the productivity zone should be considered largely as programs and systems Systems are continuous and should be funded by corporate; programs should be funded by the entities in the performance zone which expect to use and benefit from them The productivity zone covers regulatory compliance efficiency doing things right and effectiveness doing the right thingsThe incubation zone is the most interesting zone to me It is the development area for new products and services Significantly these products and services should not be owned by the performance zone; rather they should be owned by independent operating units each with one initiative and the goal of each IOU is to prove that its initiative is first doable secondly potentially profitable and thirdly scalable to be a major revenue stream for the larger company Incubation zone initiatives may be cut off sharp if they fail in any of these things Finally there is the transformation zone where disruption really happens To be the disruptor you take one only one of the incubating initiatives and fund it fully with the intention of scaling it uickly so that it becomes a major revenue stream at least 10% of corporate revenue This should not happen than once in a decade or so and when it does it becomes the company's #1 make or break priority When the transformation zone is activated the rest of the incubation zone gets shortchanged Initiatives may be spun off as separate companies sold to other companies or simply stoppedWhat if your company is not the disruptor but the disruptee? This can happen and then you have to play defense The incubation zone may be the key here as one or initiatives may be grafted onto an existing productservice line to neutralize at least some of the disruptor's advantage The goal is not to be best in class but to be good enough to compete with the expectation that your existing customers will prefer to stay with the known entity Having neutralized you optimize your productsservices and their positioning Finally you seek to differentiate your product as something special not a me too to the disruptorThe final chapter of the book is in some ways the most interesting a pair of case studies of how Salesforce and Microsoft have used some of these principles strategies and tactics Salesforce on offense and Microsoft on defense Salesforce's Marc Benioff called Moore in to consult twice; it is not clear whether Microsoft did or not but the principles seem valid in each case


  6. says:

    The book is the direct answer and the solution to Innovator's Dilemma for both sides for a disrupter and for a disruptee The whole concept grown from the consulting the author have made to Microsoft as for disruptee and to SalesForce as for a disruptor and divides the operation management and the finances into 4 virtual zones each zone has its own playbook for playing offense and defense own goals and rules This concept is the great framework which I could see could be applied to an established company of every size when it tries to run a new product andor protects itself from disruptor or even tries to disrupt its own category


  7. says:

    Really enjoyed reading Crossing the Chasm back in the 1990's but had forgotten about the author for a while Zone to Win came as a refreshing read about someone who knows how to bring new ideas methods and concepts to the table in an easy to understand and enlighting wayZone to Win focuses on how companies should respond to disruption pressures how to defend or attack in an age of accelerated change The book is clear and provides actionable methods on how to deal with rapid innovation and disruption in the marketplaceTotally worth it


  8. says:

    Got about half way through but I’m not the target audience and book is of an intellectual exercise as readers won’t be at a level where most companies large enough for this book to apply and be able to influence or change dynamics Good insights and understanding but little practical advise outside big company execs


  9. says:

    This is a fascinating book but kind of hard to read because it seems to depend pretty heavily on Escape Velocity Free Your Company's Future from the Pull of the Past The main reason I bought and read this one is because Gene Kim had discussions with Moore in Kim's recent podcasts and praised this book uite a bit as an influence on Kim's The Unicorn Project I can see that Basically this is a book about how a company can organize itself to either disrupt a market or avoid getting disrupted by competitors Anyway if you read it after Escape Velocity this is a nice handbook for turning the crank on disruption I think if you've read the earlier book then maybe this one gets 4 or even 5 stars Without the prior reading this just feels too scaffold yMy one possible insight about this book is that it is about really huge enterprises Indeed I think the ideal reader would be a Fortune 500 CEO The two case studies at the end are about Salesforce and Microsoft companies that can actually launch a completely new line of business In passing Moore suggests that companies that would apply his techniues have sales to the tune of 10 billion or Because of this I don't think its techniues would work for a much smaller company though it does make some critical points the biggie being perhaps that if you want to incubate new ideas the incubation zone needs to be completely set aside from business as usual Incubating innovations cannot be in the same budget as everything else and are going to have their own tempo Another big point is that if you want to create a new business line from an incubating product you can only do one at a timeOne chapter that possibly can be read for a smaller business the chapter on The Productivity Zone back office areas marketing IT Legal Finance etc there are a lot of good ideas on optimization and how this area supports salesEven though I believe the book generally doesn't fit smaller companies or startups I think you can take its lessons for larger companies as cautions for smaller ones For instance Moore is very clear that it is damn hard to introduce a new business line even for large enterprises What does this mean for smaller companies? Don't try to do that You are probably not going to be successful introducing a new business line without wrecking your company You may be better off spinning off an incubating area That point really resonated with my experience


  10. says:

    I'm a HUGE Geoffrey Moore fan and consider Inside the Tornado to be among the best books about how the technology markets operate So I was super excited to a see a new book from himThis is another strong analysis of tech industry dynamics and a framework for segregating work within established companies between their core business and new areas of growth and incubationI'd give it 5 stars but for 2 small complaints really just areas for improvement in future editions I hope1 After reviewing the framework in the abstract he goes through two examples of companies applying it's principles Salesforce and Microsoft I'd have liked some further examples maybe of some who struggled to apply the framework2 Of particular interest to me the author points out that business unit GMs who's business reside in one of Moore's 'zones' can themselves able a smaller version of the framework within their business unit I'd have liked some examples of zone to win within zonesThose nits aside this is a great book