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(More customer reviews)Meyer explains that "This book is about how to reach and sustain warp speed." If that is your business objective, Meyer provides a wealth of information, advice, checklists, graphics, strategies and tactics, flow charts, etc. Part One ("Foundations") introduces his basic concepts. Part Two ("Resources and Applications") focuses on growth and domination of markets, creation and leadership of new markets, management of human capital, the role of technology, and then -- in the 12th and final chapter -- "Warp-Speed Growth: Managing a Business Built for Speed."
In the final chapter, Meyer provides Chart 12-1, "Platform chart for sustainable warp-speed growth" which is first-rate. It correlates all of his key concepts previously discussed in Chapters 1-12 while suggesting a framework within which any organization can more effectively organize its own key information. "Where Do You Start?" Meyer suggests that you invest time to define success criteria and limit options. Next, consider creating and then dominating an entirely new market. Meanwhile, balance your resources as you formulate a strategic plan for their allocation. As that plan is implemented, be constantly alert to better ways in which to invest your resources. Finally, enjoy yourself: "The rewards of sustainable growth should be personal as well as corporate."
Perhaps your organization is currently experiencing little (if any) growth. Perhaps "sluggish" correctly describes its usual response to new opportunities, customer problems, a competitor's initiatives, changes in the marketplace, etc. Perhaps your organization needs to eliminate clutter, confusion, stagnation, and complacency. If any of this is true, Peter Meyer's book can be helpful. However, I presume to offer a few caveats:
1. The more serious the problems you seek to solve, the more difficult it will be to solve them. Hence the importance of strategic priorities.
2. Also, the worst problems have probably been caused by your own people, many of whom may still be around. Guess who will be most resistant to change?
3. "Warp-Speed Growth" must be prudent growth.
4. It is far easier to attain "Warp-Speed" but than it is to sustain it. Unless you and your organization are both willing and able to make a long-term commitment, forget it.
5. Finally, as Meyer repeatedly emphasizes, an organization's most valuable resources are its time, people, and money. They must be managed and conserved BY EVERYONE INVOLVED with meticulous care.
Of course, it is possible for an organization to attain and then sustain "Warp Speed" but be headed in the wrong direction. In ancient Rome, a traveler was often asked "Quo vadis?" Where are you going? Unless and until an organization has selected the correct destination and then remains on course, the speed at which it travels is irrelevant.
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This text shows how to focus on the resources that make or break fast growth - time, people and money, explaining how managers can invest these limited resources. An index of challenges offers solutions according to the range of real-life problems.
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