This is the eBook version of the printed book. Read the following excerpt from Rethink, Chapter 5: Make (and Break) Connections. When you rethink your company and study it using the “what” as your unit of analysis, you can see that, at its core, it is a tightly woven fabric of connections--emotional, financial, technical--that cut across organizational boundaries. Pull on one thread and many others might move. The clerk in accounting is related to the chief dispatcher who went to school with the director of advertising. A glitch in production or a spurt in sales can send shock waves from one end of the company to the other, from design to delivery, and it might well affect the bottom line. So before you act upon your knowledge of which “whats” are high in value and low in performance, before you set in motion a process-improvement program, you need to examine the connections between and among your target “whats.” A failure to do so can wreak havoc with a company’s profits and prospects. Dell Inc. learned that lesson the hard way. Dell was launched in 1984 by a young entrepreneur with a brilliant strategy. He would sell made-to-order computers directly to customers, primarily businesses, without benefit of retail outlets. The brick-and-mortar middlemen were charging too much, Michael Dell concluded, and giving customers ridiculously inadequate technical support to boot. He intended to sidestep both pitfalls. In particular, his company was going to provide outstanding tech support. And it did that famously, until the day it didn’t, infamously. In the early 2000s, in pursuit of lower overhead, Dell began to outsource the resolve Customer-Questions/Problems“what.” To continue reading, purchase and download now.

Informed consent is a central topic in contemporary biomedical ethics. Yet attempts to set defensible and feasible standards for consenting have led to persistent difficulties. In Rethinking Informed Consent in Bioethics, first published in 2007, Neil Manson and Onora O'Neill set debates about informed consent in medicine and research in a fresh light. They show why informed consent cannot be fully specific or fully explicit, and why more specific consent is not always ethically better. They argue that consent needs distinctive communicative transactions, by which other obligations, prohibitions, and rights can be waived or set aside in controlled and specific ways. Their book offers a coherent, wide-ranging and practical account of the role of consent in biomedicine which will be valuable to readers working in a range of areas in bioethics, medicine and law.

This is the eBook version of the printed book. Read the following excerpt from Rethink, Chapter 7: Unravel (and Follow) the Rules. In rethinking yourbusiness to put aside “how” in favor of “what” as your unit of analysis, your view of your company has been expanded through the lenses of value, performance, interconnectedness, and predictability. Now it’s time to think about government regulation. That is not to suggest that the laws and rules set forth by the various branches of government are anything new; they have long loomed large in every company’s business plan and daily operation. What this chapter offers are new ways to incorporate compliance needs into your planning. The tale of Intrade, the Dublin-based, online prediction market, is instructive. For the first four years of its life, the company barreled from strength to strength. The lure was strong: Members could buy or sell futures contracts on upcoming events–anything from the outcome of an election to the likelihood of Osama Bin Laden’s capture. If the price of the contract rose high enough or sank low enough, members could make a bundle. The founder and CEO, John Delaney, didn’t have to worry about promotion. Intrade’s market predictions were so accurate that the media followed them closely and often. In 2004, for example, it accurately predicted the outcome of the presidential election and all but one member of the U.S. Congress. Why so accurate? According to Harvard economist N. Gregory Mankiw, “Everybody has information from their own little corner of the universe...” To continue reading, purchase and download now.

This is the eBook version of the printed book. Read the following excerpt from Rethink, Chapter 8: Revolutionary Rethinking at ING DIRECT. In the time of theRoman Empire, money changers set up shop in courtyards where they conducted their business on a long bench called a bancu. In Renaissance Florence, business loans were made across a banco, a desk covered by a green cloth. So it was inevitable that the builders of the echoing 19th century marble temples to Mammon, intent on awing the public as well as their commercial clients, would call their edifices “banks.” And if any single word described the banking process in those days, it was “static.” Bankers were set in their ways. The 20th century ushered in change that shook up the bankers’ world. Technology in the form of wire transfers, telephone banking, and the ATM transformed many of the “hows” in the industry. Banks began to shed their awesome trappings, woo their customers, and imitate retail stores. Then, in the new millennium, still another shock wave rippled across traditional banking operations in the United States: It was called ING DIRECT USA, an online bank that had rethought its business, deciding to put aside the “hows” and, instead, focus obsessively on the rapid shift in the “whats” that had become most valuable to customers. This revolutionary bank has become a role model for creative cost-cutting and significant innovation. Based in Wilmington, Delaware, ING DIRECT USA is a division of the Dutch conglomerate ING Groep NV, an insurance and banking colossus. ING DIRECT, launched in September 2000 by its chairman, president, and CEO Arkadi Kuhlmann. To continue reading, purchase and download now.

This is the eBook version of the printed book. Read the following excerpt from Rethink, Chapter 10: Rethinking at Cranium. Back in 1997, Richard Tait was a dynamic Scottish immigrant working for Microsoft in Seattle and amusing friends with his unwavering ability to lose at Scrabble. After a particularly humiliating defeat, Tait asked himself, “Why isn’t there a game that gives everyone a chance to shine?” He convinced Whit Alexander, an old friend, to help him develop a board game that would challenge multiple talents and let all the players win. They called it Cranium. A decade later, the inventive partners were comfortably seated atop an organization that had sold more than 22 million games, books, and toys in 40 countries and 10 languages. Their Seattle-based enterprise is now one of the most successful ventures in the history of independent game companies, and the Cranium game holds the sales speed record among independents. How did Tait and Alexander wend their way through a crowded marketplace to reach their current eminence? By tapping the brain matter encased in their own craniums to rethink their business, and then eliminating, adding to, and reinventing their “whats” and “hows” to create a business model that is unique among their peers. Cranium is exactly the game Richard Tait had in mind when he despaired of ever winning at Scrabble. It has something for just about everyone, from word puzzles and fact-based questions to sculpting, sketching, acting, and even humming. And for a growing band of Craniacs (not to be confused with the sinister Craniac robots that inhabit Nickelodeon’s animated ChalkZone series), the game is addictive. To continue reading, purchase and download now.

Rethink your way to a better life In business, and in life, everything is changing fast, apart from how we behave. Our ways of thinking and making decisions have changed little since we lived in agricultural and industrial societies, but the problems we now need to solve are entirely different. It requires a revolution in thinking and behavior to meet the challenges that now face us and avoid disaster we need to totally rethink the model. Part business biography, part business blueprint, Total Rethink explains how this can be done. Successful telecoms entrepreneur David McCourt lays out the reality of the dangerous situation we find ourselves in and suggests solutions which will empower everyone, including business people, politicians, diplomats, and teachers, to repair the damage we have already done, and prepare for the dramatic changes to come. • Change the way you think and behave to be a true entrepreneur • Understand why incremental change no longer works • Move at the speed of the times we’re living in to keep up • Find trusted, effective guidance you can put to practice today Written by a sought-after speaker, businessman, and entrepreneur, the advice inside this book will help you learn to think—and live—like a revolutionary.

This is the eBook version of the printed book. Read the following excerpt from Rethink, Chapter 9: Rethinking at Eclipse. Back in the 1970S, people laughed when PC pioneers predicted that a computer would soon adorn every desk in America. Vern Raburn had the last laugh. As Microsoft’s vice president in charge of application soft ware, Raburn helped make that prophecy come true. Three decades later, Raburn found another career, general aviation, and this time he combined predicting with rethinking. Anticipating that private aviation was ripe for revolution, he theorized that his own new six-seat, twin-engine Very Light Jet (VLJ) could be perfectly positioned to take advantage of the new trend. That’s because his aircraft would cost half as much to buy and operate as any of its private-jet rivals. To tip the scales in his direction, Raburn assembled an impressive collection of manufacturing “whats” while discarding some not-so-golden oldies, and he reimagined many of the “hows.” As it turned out, Raburn stumbled when it came to the hard business of execution, but his clear vision and his decision to rethink provides a worthwhile lesson for businesses everywhere. Raburn’s first epiphany was borrowed from Silicon Valley. “Historically in aviation,” he explains, “the term ‘value proposition’ meant that a better plane justified a higher price. In the business I come from, it’s the other way around. You make the product better, and you charge less.” Raburn helped do that for computers, and it’s what his Eclipse Aviation Corporation set out to do for aircraft. Although Eclipse 500s have yet to make a big dent in today’s congested skies, more than 200 have taken off across the country. To continue reading, purchase and download now.