PDF Download Scaling Up Excellence, by Hayagreeva Rao, Robert I. Sutton
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Scaling Up Excellence, by Hayagreeva Rao, Robert I. Sutton
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Scaling up excellence is the key to creating a great organisation. It's how a small enterprise expands without losing focus. It's how a brilliant new idea or plan developed by the few goes on to be adopted by the many. And, in hard times and tough situations, it's how pockets of smart new thinking overcome cultures of indifference or negativity. An organisation that doesn't know how to scale up what is best within it won't achieve long-term success.
Best-selling author Robert Sutton and his Stanford colleague, Huggy Rao, have devoted nearly a decade to uncovering what it takes to create and spread outstanding performance, and in Scaling Up Excellence they share the fruits of their research.
Drawing on case studies that range from Silicon Valley enterprises to nonprofit organisations, they provide crucial insights into corporate cultures, both good and bad, and offer a road map for establishing and stimulating excellence. In the process, they show how to use 'premortems' when making big decisions about change. They reveal why seven is so often the magic number when it comes to team size. They examine successful and unsuccessful quests for improvement - in hospitals, schools and elsewhere. And they discuss when a single corporate mind-set is best ('Catholicism') and when local variation is preferable ('Buddhism').
Scaling Up Excellence is the first management book devoted to what is - or should be - a core priority for every organisation. As such it is destined to become the standard bearer.
- Sales Rank: #94676 in Audible
- Published on: 2015-12-24
- Released on: 2015-12-24
- Format: Unabridged
- Original language: English
- Running time: 647 minutes
Most helpful customer reviews
23 of 24 people found the following review helpful.
Informative, Compelling, Valuable!
By Terri L. Griffith
Sutton and Rao offer a comprehensive guide to management in a package of enticing stories, subtly supported by references to high-end research. Their personal history in the Silicon Valley and their global access to interesting organizations provides the backdrop.
MAIN THEME & WHO SHOULD READ
The main theme is that, while many good practices exist in organizations, they either get lost or there are difficulties when attempts are made to spread them (scale them) across the organization. The breadth of this theme means that this book will provide value to anyone who would like to see organizations improve. The benefits are not limited by industry, functional area, or organizational size.
KEY IDEAS: THE SEVEN MANTRAS
Sutton and Rao are far more direct than most academics; it often takes a lot to get a professor away from an “it depends” answer. In this instance they have enough background to be confident with the following:
We’ve identified reliable signs that scaling is going well or badly, and we’ve distilled these signals into seven mantras. If you are embarking on a scaling effort [I’ll add if you are doing anything to make your organization better], memorize them, teach them to others, and invent ways to keep them firmly in focus -- especially when the going gets rough.
Spread a mindset, not just a footprint. This first one is their, and your, protection against being labeled a fad.
Engage all the senses. From my perspective, this is where you consider how to weave together human, technical, and organizational practices such that they work together, not against your goals. It’s also where I realize that my presentation of these ideas is much less colorful, and perhaps less likely to scale.
Link short-term realities to long-term dreams. Organizations that can do this have mastered ambidexterity -- the ability to both get work done now, and not let that get in the way of great things in the future. (In my mind, this is a precursor to solving the The Innovator's Dilemma.)
Accelerate accountability. This one sings to me as a focus on transparency. I’ve asked in the past, “What evidence, tools, and techniques do people in mainstream organizations think they need to move in this direction?” The examples provided here may move us closer to my ideal.
Fear the clusterfug. Yes, they are using a euphemism, but it gets across that we can't allow even mundane bad things to get worse. Speak up. For those wanting to use their business research background: Don’t escalate commitments to bad situations. Think about the Denver baggage-handling fiasco and fear a similar outcome on your watch.
Scaling requires both addition and subtraction. This ties directly to the idea of managing for now and for the future. Sometimes activities that have worked to create excellence stop working as you scale. As Sutton and Rao note, having an all-hands meeting every week makes great sense for a small organization, but you are likely to have to shift the form of this activity as you grow. Information flow and commitment are still important, but you need to be willing to find new ways that fit your growth.
Slow down to scale faster--and better-- down the road. I completely agree. I am wondering why, in my writing, I start with this one (in the form of “Stop-Look-Listen”), and yet they end with it. Perhaps thinking of this as a list is the problem. It’s not a list, it’s a cycle or a weaving, which also goes along with their borrowing Michael Dearing’s image of whether this is Buddhism versus Catholicism (see Chapter 2).
APPLY THESE IDEAS
My goal with this review is to get you to read the book. You will benefit. Your organization will benefit. The next time I teach a general graduate management class, Scaling Up Excellence will be a required reading.
I’m still trying to decide how much experience in organizations you need to have to gain value from their ideas -- and I’d love your opinion. Is this a book to help undergraduates trying to understand the complexities of organizations? If you are a mentor, is this a book you would suggest to a person in their first full-time job? Without a doubt it’s a book I’d give to someone taking on a new leadership role at any level.
Disclosure: My review copy was provided by the publisher. I’ve also purchased a copy to gift to a colleague.
29 of 32 people found the following review helpful.
Sutton and Rao bring it!
By Dan
You might think Bob Sutton and Huggy Rao are a bit “slow” when you realize it took seven years to come up with seven Scaling Mantras. But, you’d be wrong. “Scaling Up Excellence” is filled with powerful and practical ideas that are illustrated with colorful stories and supported by scholarly research.
7 Scaling Mantras:
1. Spread mindset, not just footprint.
2. Engaging all the senses. (Personally, I want every lobby to smell like coffee or popcorn.)
3. Link short-term realities to long-term dreams.
4. Accelerate accountability.
5. Fearing the clusterfug.
6. Scaling requires both addition and subtraction.
7. Slow down to scale faster - and better - down the road.
Anyone familiar with Bob’s work expects a no-nonsense approach to writing and management - splashed with some tongue-in-cheek color. The addition of Huggy didn’t change the tone of this work.
One of my favorite chapters is: “Bad is Stronger Than Good: Clearing the Way for Excellence.” That’s the kind of stuff I expect from Bob. Get your head out of the clouds and face the hard truth that a little bad goes a long way.
I read one or two leadership books a week. “Scaling Up Excellence” is must reading. The principles in this book, if implemented, will change your leadership/management and your organization.
Seven years in the making, “Scaling Up Excellence” is a bargain.
10 of 10 people found the following review helpful.
Oh, if it were so easy
By BNewby
I consider this book, really, just a book about change management. "Just" is probably unfair because there aren't a litany of great change management books that aren't simplistic or fables. So, suggestions like "get the cool kids on board," is fun, new lingo and thus reading the book is a fairly fresh read, but I think the book overreaches. There's no grand approach to truly replicate excellence in a way that it was tried successfully across several organizations in a repeatable way.
But, to conclude this and decide the book doesn't have value is unfair. Lower your sights, expect to take a few good nuggets on how to approach change as a process, and I think you'll find this book worthy.
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