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Rebeca Herrera Carrillo

RESUMEN DEL LIBRO MAVERICKS AT WORK


PROFESOR: EDGAR MIJANGOS

INTRODUCTION
The objective of this book is to provide the most fresh alternative to a business world where things
havent change in many years, it tries to make you see through an eye-opening ideas that through
the maverick ideas you can become a leader that acts more boldly and reinforce innovation to
become and unconventional leader that think in a bigger way, and win in a more decisively way.

CHAPTER 1: NOT JUST A COMPANY, A CAUSE: STRATEGY AS ADVOCACY


Some years ago the main strategy of the companies was about selecting attractive markets and
attractive competitive advantage that makes you different that all the others competitors. But
inevitably all that great advantage that your company has trough the innovation it can be duplicated,
because the tendency on the market is to copy the original creative. So what is the solution for a
company that is trying to be different, well the solution is Revolution! The main reason is because if
you think the same way as everybody else and not in a revolutionary way, why do you think youre
going to be better.
Another important advice to get to that revolution and renew and re-energize the industry you are in
to, is to not hire people from the same industry, this would just give you the same way of thinking,
the same bad habits. Its harder for a person to unlearn their bad habits and learn new ones, than to
learn everything from zero.
Some traditional companies may view the changes as the enemy, but you have to look at the
change, as it was your friend, because only through those changes you would be able to be a
stronger company with products that will define you as different and better.
You have to be more aggressive, take bigger risks, so you can do things nobody else will do. Only
by jumping off new cliffs nobody will be able to chase you to those spaces. Your company needs to
be able to stop playing by the rules of the game, and start setting the rules of the game. What the
market need is no longer a follower but a leader with determination and objective.

CHAPTER 2: COMPETITION AND ITS CONSEQUENCES: DISRUPTORS,


DIPLOMATS, AND A NEW WAY TO TALK ABOUT BUSINESS
In a business world defined by the strategy of copying the leaders actions and with a non-existing
competitive formula its an obvious result to get immersed in a lack of Strategy Company.
That is why it is highly recommended for maverick leaders to stop focusing on the competitors and
start focusing on the value system, because the new arena of competition is system versus value
system, thats why your company needs to be convinced of the virtue of their values and prepared
to communicate their confidence in no uncertain terms.
The objective of communicate is that all the members of the company can be on the same page
with the same confidence of those values that can make a huge change in the arena of competition.
It doesnt matter if you have a massive competition you dont need to focus on that, you have to
replace that thought with one about Just thinking about the customer.
The reason is simpler that what we think, the objective of not focusing on the competition it is to
generate the craziest ideas, that is why if youre going to start a company, you better have an idea
so radical that most people think its crazy, this will guarantee your success.
People never expect new and crazy ideas that persuade the common way of seeing an old industry;
the book gives two examples of leaders that were far from usual Arkadi Kuhlmann and Jim
Buckmaster, those leaders dont are traditional executives. They almost always describe their

strategies and practicesthe ideas that animate their companiesin ways that sound unique,
authentic, and even a bit strange.
If you want to know that your company is pursuing a truly original competitive strategy you will know
according of how it has created its own vocabulary. This vocabulary will define how the company
competes, how your people work, why it expects to succeed, and what it means to win. You will
have the ability to evaluate your company by evaluating its language.
The essence of strategy is that by becoming a company that is really building great things you will
be able to see how your rivals will adapt according your standards and also will try to emulate what
you do, this is about of being a force of transformation leading the industry to a better place.

CHAPTER 3: MAVERICK MESSAGES (I): SIZING UP YOUR STRATEGY


Maverick believe that by creating a new wave of strategic innovations you will begin to built around
disruptive points of view and also Maverick leaders dont just strive to build high-performance
companies. They champion high-stakes agendas. They create a competitive edge around an edgy
critique of their industry. They present a fresh take on the world that clicks with customers,
energizes employees, and shapes their business, from the markets they target to the customers
they serve and the messages they send.
The only way your type of leadership will become sustainable is by teaching that leadership so it
can be transmitted trough company generations. And by transmitting you will require a clear
message about a companys purposes, business strategies, values you stand for as an organization
and as a leader. The companies that get in trouble are those that dont have a clear message of
who they are and what they want to become.
Ask these five questions that would help you define your companys strategy:
1. Do you have a distinctive and disruptive sense of purpose that sets you apart from your
rivals?
2. Do you have a vocabulary of competition that is unique to your industry and compelling to
your employees and customer
3. Are you prepared to reject opportunities that offer short-term benefits but distract your
organization from its long-term mission?
4. Can you be provocative without provoking a backlash?
5. If your company went out of business tomorrow, who would really miss you and why?

CHAPTER 4: IDEAS UNLIMITED: WHY NOBODY IS AS SMART AS


EVERYBODY
The real challenge of the company to become a company that innovates with a reputation for
creativity and originality is the people inside the company that are linear in their thinking, because
the only way of getting to create big ideas is by having big thinkers:
The eccentric genius,
The inspired
The founder
The visionary CEO
Trough all the history we can see how the imagination and individual determination have develop
great accomplishments such as Alexander Graham Bell and the telephone. Henry Ford and the
assembly line, etc. are examples of lonely leaders guide to innovation

But what happens when no individual leader could guide to success when the competition become
so numerous, or the market become so unknown and so unpredictable, when technologies evolve
so quickly, then it become necessary a new kind of leadership, this leader didnt solve all the
problems by himself but combine all the important ideas and small observations into big insights
considering all the areas of the organization. This will invariably find new opportunities and new
solutions considering all the areas.
The more smart people you listen and consider their point of view, the more likely it is to fixe a
problem. Remember that not only because you are the leader you have to have all the answers, the
most important and defining characteristic of a 21st-century leader is to attract the best ideas from
the most people inside the company.

CHAPTER 5: INNOVATION, INC. OPEN SOURCE GETS DOWN TO BUSINESS


The open-source movement clearly demonstrates that the more smart people you can persuade to
work on a problem, the more likely it is to get solved, This means that with a great team of persons
you can become more efficient, by consider not only your brainpower but the power of a whole team
you can have a great advantage in a project by doing improvements in many different areas.
To keep this team motivated you cant just give money, because the best people in any field are
motivated by passion, people do their best work when they feel really passionate and engaged on
what they are doing.
As a company you need to discover the talent of the participants and become a solution solver and
not a problem solver, because a solution-finder always look for the best answer at the lowest cost in
the shortest time.
By recognizing the power of innovation it would change all the old ideas about how and where
people can work. It also will redefine the work of leadership itself.

CHAPTER 6: MAVERICK MESSAGES (II): OPEN-MINDING YOUR BUSINESS


When you start applying the outside-in mind-set of open source you will be force of abandoning
familiar assumptions about where great ideas come from, and what is best for your company. That
is why it is so hard for many organizations and leaders to change into the new model of innovation.
But if youre prepared to make a radically change, make sure you apply these principles first:
1.
2.
3.
4.
5.

Keep the focus narrow and tightly defined.


Keep broadening the range of participants.
Keep it fun.
Keep it fun.
Keep challenging yourself to be more open to new ideas and new ways of leading.

CHAPTER 7: FROM SELLING VALUE TO SHARING VALUES: OVERCOMING


THE AGE OF OVERLOAD
Lately there is a great tension on the relationship of most companies and their customers.
Companies are trying harder to offer the best deals, but it seems that the harder the companies are
trying, the less popular they are whit its costumers.

The reason is because too many companies arent thinking about customers. They are only
focusing on consolidating, acquiring, and outsourcing.
Customer satisfaction suffered because companies made their customers suffer as executives
pursued other priorities. The bigger problem, though, is that too many companies, mistake selling
good products at a competitive price with making a lasting impression on the people who are buying
them.

CHAPTER 8: SMALL GESTURES, BIG SIGNALS: OUTSTANDING STRATEGIES


TOSTAND OUT FROM THE CROWD
It is really important to connect with your costumers because of the competitive environment that
the consumer is exposed to, so many choices and all are really similar that is why the brand with
the harder connection is the one that can be memorable and your customer will find hard to forget.
More and more companies are beginning to understand how hard it is to compete on the hard
factors in business: price, quality, and features.
By recommendations you can have a great power because trough shared experience companies
can strike an emotional connection with those with whom they do business. Customers might learn
to love companies that keep them entertained; they cant help but love companies that help them to
learn.

CHAPTER 9 MAVERICK MESSAGES (III): BUILDING YOUR BOND WITH


CUSTOMERS
All the companies want to develops brands that relate with their consumers and create a special
connection not only with the user but also in the market place, and thats why you need to leave the
old ideas that you have used for years. First you need to evaluate how your brands stack up, and
ask whether youve mastered the new building blocks of marketing by this 5 points:
1.
2.
3.
4.
5.

Theres always a demand for something distinctive.


Not all customers are created equal.
Brand is culture, culture is brand.
Advertising to customers is not the same as connecting with customers.
When it comes to creating brand value, dollars-and-cents thinking doesnt always make
sense.

CHAPTER 10 THE COMPANY YOU KEEP: BUSINESS AS IF PEOPLE


MATTERED
Finding people to run the company someday requires virtuoso skills, unique life experience, and
genuine passion. People are our most important asset.
It is obvious that its impossible for you to have happy, satisfied customers if your organization is
filled with unhappy, dissatisfied people. So if your looking for a change in your company you need to
focused on the human factor first to generate improvements, remember that companies dont have
ideas, people do, and the most easy way to have a company fill with great ideas is by filling a
company with great people.
Sometimes you will have to scarifies fast growing in return of having high standards in order to hire
the right people, you have to be willing to slow down in order to build the company properly.

You as a company need to be able to convinced those talented people to work in your company
because talented people stays where they feel valued the most.

CHAPTER 11 PEOPLE AND PERFORMANCE: STARS, SYSTEMS, AND


WORKPLACES THAT WORK
Trough all the companies this book has mention all of those companies recognize that the most
important decisions was which new people to invite to become part of the enterprise. These
companies consider the human factor as a key area in the development of the company.
Power doesnt come from position, it comes from influence and the ability to terms of the
participation and support required to get things done.
All the members of the company have to understand their place in the business, to be able of
working with the same objective, knowing their responsibility.

CHAPTER 12 MAVERICK MESSAGES (IV): PRACTICING YOUR PEOPLE


SKILLS
So many companies dont understand the importance of the people factor in business, so that is
why it doesnt require huge innovations to stand out from the crowd and outperform the competition.
When companies are as creative and rigorous about the people factor in their business as they are
about other business disciplines. The evidence is notable in how they have chosen their employees.
Being honest about the answers to five simple questions may help you practice what you preach.
1. Why should great people join your organization?
2. Do you know a great person when you see one?
3. Can you find great people who arent looking for you?
4. Are you great at teaching great people how your organization works and wins?
5. Does your organization work as distinctively as it competes?
Applying this it will help you to think more boldly about how you compete, to think more openly
about how you innovate, to think more deeply about how you stand out in a crowded marketplace,
and to think more creatively about how your organization works.
Remember, the most effective leaders are the most insatiable learners.

CONLUSION
Mavericks at Work is a book that tries to focused on areas that a lot of companies are forgetting, a
really important area is the human factor.
From chapter one to the end of the book, it shows how the strategy of the companies has been
evolving, from selecting attractive markets and attractive competitive advantage that were easy to
copy, to selecting revolutionary people inside your own company that maybe had never work in an
industry like yours before, but thats the reason that make that person so indispensable for the
company, it gives a fresh way of thinking and doing things. The change is your friend, only trough
the change you will define your company as stronger company a company that sets the rules of the
game different and better.
This book is trying to show the importance of improving from the inside first to become stronger and
able to compete on the outside market, it encourage to stop focusing on following the competition,
and start focusing on your inside value system. The value system of a company always
communicates the right message to the market and to the competition.
The only way to communicate all the virtues of your company to become stronger on those areas
that the company is already good, is by having leaders able to transmitted the right message to the
right team of people (once again the human factor define the strategy to success) because the
more smart people you have, the more likely it is to fix a problem, with a great team of people you
become more efficient in every situation that the market present.
The books also recommend that your company look to make products that generate lasting
impression of your consumers, with the objective of being a product that is recommended. The
recommendation is a key factor in a market that is full with brands that offers almost the same
product over and over again. By creating an important connection with your costumers you will be a
company that your users will find hard to forget and start to love your company
The book mentioned that: People are our most important asset. And trough all the levels this book
shows that this phrase is completely true. Inside your company your team of workers are the most
important assets, and outside your company your costumers are also the most important factors
that define your strategy.
The core themes of this book are:
Rethinking competition
Reinventing innovation
Reconnecting with customers
Redesigning work.
In words of the author: the most effective leaders are the most insatiable learners
It encourage you to never stop learning about your own company, about the industry, about your
consumers, and about the new trends, because by accepting you dont know it all you will start
seeing new opportunities to increase as a company and to become the better choice for your
costumers, and will also help you to never to settle and believe you have come to all your potential.
What I learned about this book is to stop trying to be some one else; in a market place that is so full
of competition the companies that reinvent and set their own paths, that aim bigger and think bigger
are those that become more valued.