It's Not the Big That Eat the Small… It's the Fast That Eat the Slow (Jason Jennings)
Problem
Reacting after change puts you behind competitors.
Action
Watch customers, competitors, and technology for early signs of change.
Outcome
You are ready to act before others.
Chapter: Fast Thinking - Anticipate
Problem
Missing emerging trends limits new opportunities.
Action
Regularly look for patterns in customer behavior and market changes.
Outcome
You identify valuable opportunities sooner.
Chapter: Fast Thinking - Spot Trends
Problem
Weak ideas waste time and effort.
Action
Challenge every idea until its strengths and weaknesses are clear.
Outcome
You focus on ideas with the greatest potential.
Chapter: Fast Thinking - Put Every Idea Through the "Grinder"
Problem
Status and bias can block better solutions.
Action
Select the idea that creates the most value regardless of who suggests it.
Outcome
Better ideas reach execution faster.
Chapter: Fast Thinking - The Best Idea Wins
Problem
Slow decisions delay progress.
Action
Define clear decision rules that reduce unnecessary discussion.
Outcome
Important decisions happen faster.
Chapter: Fast Decisions - Rules for Fast Decisions
Problem
Bureaucracy slows execution.
Action
Remove approval steps that do not add value and empower people to act.
Outcome
Work moves forward with fewer delays.
Chapter: Fast Decisions - Blow Out the Bureaucracy
Problem
Large connected decisions slow progress.
Action
Separate work into smaller parts that can move independently.
Outcome
Projects advance more quickly.
Chapter: Fast Decisions - Unbundle Everything
Problem
Resources lose value when they remain tied to outdated priorities.
Action
Regularly move people and investments to higher-value work.
Outcome
Your organization stays responsive to change.
Chapter: Fast Decisions - Shuffle Portfolios
Problem
Old assumptions lead to poor decisions.
Action
Review your priorities and assumptions as conditions change.
Outcome
Your strategy stays relevant.
Chapter: Fast Decisions - Constantly Reassess Everything
Problem
Unclear priorities slow coordinated action.
Action
Communicate a simple goal that guides everyone's work.
Outcome
Teams execute with greater speed and focus.
Chapter: Get to Market Faster - Launch a Crusade
Problem
Trying to compete on everything weakens your position.
Action
Invest in the capability that sets you apart from competitors.
Outcome
Your competitive advantage becomes stronger.
Chapter: Get to Market Faster - Own and Exploit Your Competitive Advantage
Problem
Slow suppliers delay your results.
Action
Work with vendors that can match your speed and expectations.
Outcome
Products reach customers sooner.
Chapter: Get to Market Faster - Get Vendors and Suppliers to Move Fast
Problem
Early exposure gives competitors time to respond.
Action
Limit information about important initiatives until they are ready.
Outcome
You protect your competitive advantage.
Chapter: Get to Market Faster - Stay Beneath the Radar
Problem
Complex products and processes slow execution.
Action
Keep products, processes, and decisions as simple as possible.
Outcome
People work faster with fewer mistakes.
Chapter: Get to Market Faster - Keep It Simple
Problem
Occasional innovation cannot sustain long-term growth.
Action
Build regular opportunities to improve products and processes.
Outcome
New ideas continue to emerge.
Chapter: Get to Market Faster - Institutionalize Innovation
Problem
Slow partners reduce your speed.
Action
Choose collaborators who value speed and execution.
Outcome
Joint work reaches results sooner.
Chapter: Get to Market Faster - Get Other Fast People on Your Side
Problem
Opinions can hide poor performance.
Action
Use clear data to test important decisions and outcomes.
Outcome
You improve performance with greater confidence.
Chapter: Sustaining Speed - Prove the Math
Problem
Limited resources are wasted on weak activities.
Action
Redirect people, time, and money to the highest-value opportunities.
Outcome
Resources create a greater impact.
Chapter: Sustaining Speed - Be Ruthless with Resources
Problem
Hidden results reduce accountability.
Action
Track key measures with one shared scoreboard.
Outcome
Everyone stays focused on the same priorities.
Chapter: Sustaining Speed - Use a Central Scoreboard
Problem
Financial constraints reduce your ability to act quickly.
Action
Manage cash and investments so you can respond to new opportunities.
Outcome
You keep the freedom to act when conditions change.
Chapter: Sustaining Speed - Stay Financially Flexible
Problem
Facts alone are difficult to remember.
Action
Share simple stories that demonstrate the behaviors you expect.
Outcome
People remember and apply the lessons.
Chapter: Sustaining Speed - Use Narratives and Stories
Problem
Copying competitors weakens your position.
Action
Build your strategy around what your organization does best.
Outcome
You create a stronger, more durable advantage.
Chapter: Sustaining Speed - Play Your Own Game
Problem
Ignoring reality delays improvement.
Action
Evaluate results honestly and correct problems quickly.
Outcome
Better decisions happen sooner.
Chapter: Sustaining Speed - Don't B.S. Yourself
Problem
Distance from customers leads to weaker decisions.
Action
Seek regular customer feedback and use it to guide your work.
Outcome
Your products stay aligned with customer needs.
Chapter: Sustaining Speed - Stay Close to the Customer
Problem
Rigid plans fail in changing situations.
Action
Adjust your actions as soon as new information becomes available.
Outcome
You continue to make progress despite change.
Chapter: Sustaining Speed - Adapt, Improvise, and Overcome