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Over the last 25 years Geoffrey Moore has established himself as one of the most influential high tech advisors in the world—once prompting Conan O’Brien to ask “Who is Geoffrey Moore and why is he famous than me?” Following up on the ferociously innovative ESCAPE VELOCITY which served as the basis for Moore’s consulting work to such companies as Salesforce Microsoft and Intel ZONE TO WIN serves as the companion playbook for his landmark guide offering a practical manual to address the challenge large enterprises face when they seek to add a new line of business to their established portfolio Focused on spurring next generation growth guiding mergers and acquisitions and embracing disruption and innovation ZONE TO WIN is a high powered tool for driving your company above and beyond its limitations its definitions of success and ultimately its competitors Moore’s classic bestseller CROSSING THE CHASM has sold than one million copies by addressing the challenges faced by start up companies Now ZONE TO WIN is set to guide established enterprises through the same journey “For any company regardless of size or industry ZONE TO WIN is the playbook for succeeding in today’s disruptive connected fast paced business world” —Marc Benioff CEO Salesforce “Once again Geoffrey Moore weighs in with a prescient examination of what it takes to win in today’s competitive disruptive business environment” —Satya Nadella CEO Microsoft With this book Geoffrey Moore continues to lead us all through ever changing timesHis work has changed the game of changing the game —Gary Kovacs CEO AVG “ZONE TO WIN uses crystal clear language to describe the management plays necessary to win in an ever disrupting marketplace Regardless of your level of management experience you will find this book an invaluable tool for building long term success for your business” —Lip Bu Tan President and CEO Cadence Design Systems


10 thoughts on “Zone to Win

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    Very good book full of management wisdom I read this book as per recommendation of my friend from EO eonetworkorg and due to business related organisational issue Before reading this book I was adept of all rounded CEOs who would do both achieve great operational results and open new productsmarketsAuthor succeeded in shaping my mind The key idea is about focus and alignment between management to run company effectively in all aspectsTo be successful each manager should be given clear KPI from a single zone If heshe is given KPI from two zones there will be contradiction and the focus will be lostAuthor defines 4 zones Zone 1 Performance key objective is to achieve sales number Zone 2 Productivity key objective is to achieve profitability and operational effectiveness Zone 3 Incubation key objective is to find new lines of businesses and catch the next wave Zone 4 Transformation key objective is to scale the succeeded projects from the Zone 3 and roll out over zone 1 making it core businessHere comes very illustrative quotes from Moore on focus and zoning principle “When a go to market organization is charged to scale two or new franchises while at the same time being expected to make the numbers in the established lines of business anyone with experience knows this is simply not going to happen“To compete effectively management must free itself from this bind It needs to reconfigure its enterprise to fight independently on multiple fronts acting in parallel but not in lockstepif it is the performance zone’s job to win the war at the top line it is the productivity zone’s job to win the peace at the bottom line“If someone questions you putting all your eggs in one basket just tell them “In our company we like to lay eggs one at a time By the way we find most chickens do too”“When you step back from it it’s not all that unlike youth soccer Like our overenthusiastic children we all tend to run to the ball and we all hope to score the goal But business like soccer is a team sport and success depends on understanding formation and playing position That is what zone offense and zone defense are all about in business as in sports“Specifically what zone management ensures is that resource allocation return on investment organizational structure operating cadence success metrics and management compensation all get aligned with the priorities and deliverables unique to each of the four zonesExplanation of key kind of work done while making performance improvements in Zone 1 great mnemonics about HORSE RIDER TRAIL“ on areas that are significantly behind plan the key question being do we double down on our current efforts or change course? Course changes can be grouped into three kinds under the mnemonic horse rider trail That is if our current plan is failing and we want to make a change should we swap out the horse the product or service we are offering the rider the manager in charge of the function that is underperforming or the trail the market segment we are targeting?I liked a lot the analogy made for Incubation zone“ Initial seed round Validate the technology Series A round Build a minimum viable product and validate the market Series B round Target a beachhead market build a viable whole product solution and win a dominant share of new sales within that segment Series C round Scale into adjacent markets in preparation for an exit into the transformation zoneAs a bottom line for the book I realised how important is not mixing up KPIs of business CEO and senior team members One of the key takeaway was that incubation zone should be as segregated as possible from the core business however should be funded by pre defined amount of budget sourced from the core businessWould recommend the book to all professional managersСсылка на полную версию этого ревью в том числе mind map в моем блокноте Также цитирую отзыв Павла Анненкова по чьей рекомендации я прочитал эту книгуВ книге глубоко разобрана тема разделения бизнеса компании на отдельные области Вашей компании надо постоянно искать новые возможности чтобы не пропустить следующую волну роста и оседлать её Одна и та же команда управленцев не может одновременно заниматься поиском и развитием новых направлений и при этом поддерживать стабильную работу текущей бизнес модели Для того чтобы эффективно управлять компанией надо разделить весь бизнес на 4 Зоны Каждая из них имеет свою динамику развития и доходности За работу каждой зоны отвечает отдельный руководитель1 Зона результативности Задача руководителя здесь поддерживать работу текущей бизнес модели и выполнять годовые и квартальные планы по продажам и прибыли Чистая операционная работа2 Зона Продуктивности Здесь задача руководителя внедрять более эффективные способы исполнения операционной работы Новые подходы в логистике маркетинге обслуживания клиентов и работе с поставщиками Этии нововведения должны улучшить работы Зоны 13 Инкубационная Зона Здесь вам надо отслеживать новые тренды в вашей отрасли и бизнесе в целом брать и тестировать новые продукты услуги каналы сбыта и бизнес модели Пробовать применять ошибаться и двигаться дальше4 Зона Трансформации Если какой то подход сработал в 3 ей зоне и вы решаете что надо расширять его присутствие в вашем бизнесе то тогда происходит перенос модели или продукта в 4 ю Зону Здесь новое направление получает уже большие ресурсы и поддержку компании и начинается ростУ руководителя каждой Зоны свои метрики и KPI Я уже начал внедрять подход Мура в своих компаниях