Reinventing the Organization: How Companies Can Deliver Radically Greater Value in Fast-Changing Markets Hardcover – September 24, 2019

I have been frustrated by the lack of useful insights in the public domain, on how organisations can practically adapt as we face into the future of work. It is no surprise to me at all that Dave Ulrich is a co-author of this wonderful antidote to my frustration. This book is strategic and practical, with lots of inspiring and thought provoking stories from those ‘doing it’. My hard back is now covered in underlines, highlighter pen and post it notes. Highly recommend it to forward thinking, forward planning business leaders.

In Reinventing the Organization, Ulrich and Yeung offer a battle tested process for rethinking organizations as systems, combined with great stories and practical approaches to solving broad and systemic market issues. It's time we finally shifted away from individualistic or narrow views of organizations and "org charts" and really understood the complexity of the ecosystems in which which we must now compete. Bravo!

Business as usual is dead and so does the traditional organizations. Arthur Yeung and Dave Ulrich provide leaders with a much-needed blueprint for reinventing the organization in the journey of excellence. Back by years of experience, in depth research of successful organizations and detailed case studies make this book a MUST read to develop and foster market oriented ecosystem.

Lots of great examples - a bit repetitive at times. Overall, you’ll glean some important insights from Ulrich.

For C-level executives in almost any organization, whatever its size and nature may be, Arthur Yeung and Dave Ulrich provide in this volume an abundance of valuable information, insights, and counsel that will prepare them to help their organization achieve four separate but interdependent objectives:1. Deliver innovative products and services to customers2. Create market value for investors3. Increase employee commitment and productivity4. Provide value also to the larger environment as a caring and generous citizenThese are among the passages of greatest interest and value to me, also listed to suggest the scope of Yeung and Ulrich's scope.o The Supercell Organization (Pages 5-8)o Moving Toward a New Organizational Model (11-13)o A Six-Part Framework for Reinventing the Organization (13-17)o The Impact of the Environment on the Future of Work (30-40)o Strategy Is about Choice (42-49)o Effectively Use Different Options to Exercise a Growth Pathway: Buy, Build, or Borrow (54-58)o Table 3-4: Principles and practices of strategic agility of Alibaba (60-61)o The Organization as a Set of Ecosystem Capabilities (71-75)o How to Define, Assess, and Implement Critical Ecosystem Capabilities (78-88)o A Primer on Market-to-Market Organizational Design Logic and Language (95-98)o How to Manage the Market-Oriented Ecosystem Platform (102-106)o How to Manage the Market-Oriented Ecosystem Business Teams or Cells (106-110)o Three Archetypes of Market-Oriented Ecosystems (114-125)o How to Define the Right Culture (140-1450o Managerial Implications (148-153)o How Positive Conversations Create Accountability (156-158)o Concrete Examples of Idea Generation from Several Firms (170-179)o Competence, Commitment, and Contribution (189-191)o Styles of Market-Oriented Ecosystem Leadership (244-252)o Serious Questions to Ask Yourself and Your Team When You Embark on Reinvention (261-265)Yeung and Ulrich make brilliant use of several reader-friendly devices, notably "Managerial Implications" of major dimensions of reinvention that include collaboration, culture, environment, idea generation, information sharing, performance accountability, strategic ability, structural design, and talent development. Also, several dozen "Figures" and "Tables" that consolidate important data clusters. I also appreciate the extensively annotated foot notes (Pages 281-299). These and other devices will facilitate, indeed expedite frequent review of key material later.No brief commentary such as mine could possibly do full justice to the scope and depth of Arthur Yeung and Dave Ulrich's brilliant explanation of how companies can deliver radically greater value in fast-changing markets. However, I hope I have at least indicated why I think so highly of their work.Also, I presume to add two points if my own. First, there are no value creation or enterprise reinvention issues. Rather, ultimately, there are only [begin italics] business [end italics] issues. Also, it is very important to think in terms of enterprise architecture as your organization's primary strategy when reinventing how to accelerate personal growth and professional development.

Having significant knowledge in business transformation (over 20 years of experience), and having read significant amount of material about the subject of this book, I can say with a high degree of confidence that this book is shallow and tries to cover almost every area of business transformation in one single book - you just cannot rely on this book to really help you acheive any reinvention of any firm - it is actually could be very risky. All the firm examples given in this book are for only very few firms and almost no other significant research is given to support the main thesis.

El audiolibro está muy bien estructurado, con buena secuencia, contenido y experiencias prácticas

There have been several books written by authors regarding the contemporary, ever evolving business environment that exists today. There has also been several outstanding thought leaders in terms of strategy and future forecasting. Two that come to mind are Martin Reeves (BCG) and Amy Webb.But the missing puzzle piece has been how to implement the market-based organization to close he gap. This book fills that need. It identifies several case studies of companies who organize in such a manner as to be ever evolving.I highly recommend this book.