SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good

If one has adequate operating income, Transformational Leadership out wits and trumps "Business As Usual" everytime. However, the lack there of, stunts growth and creates a vacuum effect; hobbling to the next month instead of bootstrapping. There is no greater examples of transformational leadership than the rise and fall of to big to fail corporations. As we watch startups zoom past the old gaurd, taking their marketshare in a single bound; as they slowly scurry to respond. IBM's lost opportunity has made Bill Gates the richest man on the planet, and SUPER philanthropist that's changing world. Google's arragance over Facebook provided Google a valuable lesson. One in which they will not let happen again. Frankly, it appears Google is apart of the new crowd. Therefore, they have taken note and acclimated; no resting on their laurels, and moving forward with Cloud (SaaS) and digital media properties that are leveling the playing the field for consumers and businesses. Whose being ignored now?

I love it. Transformational enterprises consists of transformational leaders that are flexible, eager to learn, and culturally considerate and diverse. Roseabeth Moss Kanters iterates these concepts in her book " SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good". This book resonates with me because while in corporate america, I was amassed in a sea of tunnel visioned monolithic "Old Guard" who beleived the corporate culture was strictly "Business as Usual". It was frustrating at the least. However, Times are changing.
I so agree with Publisher's Weekly's review of the book. Publisher Weekly wrote: Harvard Business School professor Kanter (Confidence) offers cutting-edge insights on corporate competitiveness in this timely and captivating assessment of what it takes to succeed in the face of rapid technological, cultural and economic change. Asserting that globalization increases the likelihood for shorter organizational life cycles, Kanter argues that companies must be more nimble than ever to survive. Drawing on stories of such businesses as Proctor and Gamble, Digitas and Cemex, she describes how vanguard companies exploit their strong cultures to adapt and innovate, often harnessing the momentum of change to capture market share or squash competition. Those companies that will thrive in the future, maintains Kanter, have stamina, energy, long lists of contacts, an appetite for communication, comfort with ambiguity, and a belief that the company's values and principles mean that they are part of something bigger than just a job. This dense work may be demanding for many, but the opportune lessons within are worth the effort for readers seeking to compete in a global marketplace that is changing more rapidly than ever before. (Sept.)
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Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, where she specializes in strategy, innovation, and leadership for change. Her strategic and practical insights have guided leaders of large and small organizations worldwide for over 25 years, through teaching, writing, and direct consultation to major corporations and governments. The former Editor of Harvard Business Review (1989-1992), Professor Kanter has been named to lists of the "50 most powerful women in the world" (Times of London), and the "50 most influential business thinkers in the world" (Accenture and Thinkers 50 research). In 2001, she received the Academy of Management's Distinguished Career Award for her scholarly contributions to management knowledge, and in 2002 was named "Intelligent Community Visionary of the Year" by the World Teleport Association. Check her out on Facebook