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Iconic: How to Create and Maintain the Momentum of Success

This book is about icons-exceptional organizations (orchestras, restaurants, sports teams or companies) with an aspiration to make or do something special, and to go on doing so, year in, year out for decades. This is what gives these organizations their undeniably iconic status. By selecting 14 iconic organizations (including ElBulli, McKinsey, Royal Concertgebouw Orchestra, Procter & Gamble, the All Blacks) and researching what characteristics make them different from others, the authors discovered a "competency spiral" which these organizations exhibit in their success. Attracting and retaining the right people; forging individuals into a team; and achieving outstanding results, time after time, through continuous improvement and adjustment-these are the key competencies required to achieve iconic status.

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Iconic: How to Create and Maintain the Momentum of Success

This book is about icons-exceptional organizations (orchestras, restaurants, sports teams or companies) with an aspiration to make or do something special, and to go on doing so, year in, year out for decades. This is what gives these organizations their undeniably iconic status. By selecting 14 iconic organizations (including ElBulli, McKinsey, Royal Concertgebouw Orchestra, Procter & Gamble, the All Blacks) and researching what characteristics make them different from others, the authors discovered a "competency spiral" which these organizations exhibit in their success. Attracting and retaining the right people; forging individuals into a team; and achieving outstanding results, time after time, through continuous improvement and adjustment-these are the key competencies required to achieve iconic status.

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Iconic: How to Create and Maintain the Momentum of Success

Iconic: How to Create and Maintain the Momentum of Success

Iconic: How to Create and Maintain the Momentum of Success

Iconic: How to Create and Maintain the Momentum of Success

Overview

This book is about icons-exceptional organizations (orchestras, restaurants, sports teams or companies) with an aspiration to make or do something special, and to go on doing so, year in, year out for decades. This is what gives these organizations their undeniably iconic status. By selecting 14 iconic organizations (including ElBulli, McKinsey, Royal Concertgebouw Orchestra, Procter & Gamble, the All Blacks) and researching what characteristics make them different from others, the authors discovered a "competency spiral" which these organizations exhibit in their success. Attracting and retaining the right people; forging individuals into a team; and achieving outstanding results, time after time, through continuous improvement and adjustment-these are the key competencies required to achieve iconic status.

Product Details

ISBN-13: 9781910649763
Publisher: LID Publishing USA
Publication date: 11/29/2016
Pages: 256
Product dimensions: 6.10(w) x 9.30(h) x 0.60(d)

About the Author

Xavier Bekaert, co-founder of the strategic consultancy Benthurst & Co specializes in Management Consulting in strategy, organization and transformation, concentrating on financial institutions and consumer industries, having previously worked with AT Kearney and Bain & Company.
Gillis Jonk is a strategy consultant and business innovator-helping companies turn major shifts and emerging practices into practical value today. His specialties are Business Strategy, Competitive Strategy, Exponential Technologies, Industry Reconfiguration, Business Innovation, Business Models, Organization & Governance, Organizational Motivation, Inclusive Strategy Development. He currently works with A.T Kearney having also worked with Benthurst & Co. Phebo Wibbens is a PhD in Strategy from the Wharton School. He previously worked with Bain & Company.
Jan Raes has held the position of managing director of the Royal Concertgebouw Orchestra in Amsterdam since December 2008. On the occasion of its 125th anniversary, and on Raes's initiative and under his leadership, the orchestra embarked in 2013 on a world tour of six continents-the first orchestra ever to do so.

Table of Contents

Introduction 8

Foreword Tom De Swaan 12

Chapter 1 Magic On Demand 14

The Magic of a Concert 16

Iconic Organizations 17

The Circle of Iconic Competence 21

elBulli: a Recipe for Magic 26

The Structure of this Book 30

Chapter 2 Talent 32

The Audition 36

Finding and Keeping the Right People 39

The McKinsey Mystique 40

The Three Building Blocks of Attracting the Best Talent 43

1 Magnet for Top Talent 44

2 Rigorous Selection 47

3 Zero Tolerance for Non-performance 49

Never Lower Your Standards 51

Chapter 3 <$$$> 54

The Masterclass 56

From Top Talent to Top Team 57

Team Spirit at the All Blocks 59

The Three Building Blocks of a Top Team 62

1 Continuous Talent Development 63

2 Pure Meritocracy 68

3 Complementary Leadership 70

The Curse of Power 75

Chapter 4 Time 78

On World Tour 80

One of a Kind 81

Steinway: Builder of the World's Most Iconic Concert Pianos 84

The Three Building Blocks of Unparalleled Results Over Time 89

1 Continuous Feedback 90

2 Innovation Rooted in Tradition 92

3 Absolute Aspiration 96

When Money Takes Centre Stage 97

Chapter 5 Organizing the Circle of Iconic Competence 100

The Innovative Democracy Behind Gore-Tex 102

Governance Structure 106

Social Cohesion 113

Common Thread 115

Chapter 6 How the Virtuous Circle Begins 120

Fifth Anniversary 123

Phase 1 Visionary Leaders 126

Phase 2 Implementing the Circle of Competence 130

Phase 3 Iconic Competence 135

Chapter 7 Icons of Industry 136

Shell: Pushing the Envelope in Oil and Gas Exploration and Production 138

Iconic Competence Within a Large Company 143

Danaher: Perfecting Newly Acquired Companies 145

Systems for Managing Competency 149

Disruptive Changes 152

Chapter 8 Iconic Competence in the Age of Information 154

Princeton: 'Heaven on Earth for Scientists' 157

The Eternal Value of Icons 161

Final Word 166

Chapter-by-chapter Summary 167

Questions for Reflection 171

Acknowledgements 172

Literature List 174

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