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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 more 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 more 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 times...His 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
- Sales Rank: #114844 in Books
- Published on: 2015-11-03
- Released on: 2015-11-03
- Original language: English
- Number of items: 1
- Dimensions: 8.50" h x .37" w x 5.51" l, .46 pounds
- Binding: Paperback
- 174 pages
Review
"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“[ZONE TO WIN creates] a fresh way of looking at companies with large portfolios. [It provides] a practical way to measure different business lines based on different yet equally important criteria. In the end they help keep the focus on innovation, which is the ultimate goal.”―Michael DeCesare, CEO, Forescout
"With this book, Geoffrey Moore continues to lead us all through ever-changing times. He not only inspires, he creates a new sense of possibility by providing the frameworks, tools, and lingua-franca we need to organize and manage our products and our company. His work has changed the game of changing the game!"―Gary Kovacs, CEO, AVG
"Once again Geoffrey Moore weighs in with a prescient examination of what it takes to win in today’s competitive, disruptive business environment. Zone to Win is a valuable playbook for prioritizing and allocating resources with the aim of exceptionally high growth."―Satya Nadella, CEO, Microsoft
“Whether you are looking to catch the next wave or keep it from catching you, you must read this book!”―Dominic Orr, CEO, Aruba Networks
“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
“I consider Geoffrey a friend, colleague, but most of all, someone to challenge my thinking. His name is synonymous with innovation, and with ZONE TO WIN he has done it again: inspiring us to rethink the fundamental relationship between technology disruption, business strategy and how to look across a portfolio and come to sound execution plans. This is a must-read for leaders everywhere who are continually challenged to turn unpredictable change into business opportunity.”―Pat Gelsinger, CEO, VMware
“ZONE TO WIN helped my team and I frame the transition from an early start-up to a real player in the global landscape. Geoffrey places your urgent priorities into a clear context that helps you make the right tradeoffs at the right time!” ―Rob Tarkoff, CEO, Lithium
“We are indeed living in a world of unprecedented pace and disruption and ZONE TO WIN: ORGANIZING TO COMPETE IN AN AGE OF DISRUPTION is a must-read for the senior management team before any management retreat in advance of the strategic planning cycle.”―George Conrades, Chairman, Akamai Technologies
"Geoffrey has done it again with ZONE TO WIN by developing a clear playbook on how to manage the inherent conflict between driving near-term revenue and investing in future opportunity. It is a must-read for any technology CEO who is balancing where to play offense or defense."―Steve Smith, CEO, Equinix
Most helpful customer reviews
1 of 1 people found the following review helpful.
How to thrive amidst perils and pitfalls in the global marketplace that are only visible through the “lens of zone management"
By Robert Morris
I have read and reviewed all of Geoffrey Moore's previous six books. In my opinion, Zone to Win is his most valuable (thus far) because I think it will have wider and deeper impact than have any of its predecessors. Its insights are relevant to almost any organization, whatever its size, nature, and history may be.
This is what Marc Benioff has in mind, in the Foreword, when explaining that zone management" is about dividing and conquering, establishing in dependent zones, each with what at Salesforce we call a V2MOM -- Vision, Values, Methods, Obstacles, and Measures...Zone to Win is the playbook for building enterprises that reach escape velocity -- orienting to the future and avoiding the inertial pull of the past. It's the playbook for just surviving but succeeding in today's disruptive, connected, fast-paced world."
Moore makes clever use of an extended metaphor from the gridiron, offensive and defensive coordination. As he explains, "making the number on the back of the established lines of defense" is a painfully wasteful response to waves of new opportunity. "This brings us to the heart of the crisis of polarization: At the core you must deliver on two conflicting objectives. On the one hand, you must maintain your established franchises for the life of their respective business models, adjusting to declining revenue growth by optimizing for increasing earnings growth...At the same time, every decade or so you must get your company into one net new line of business that has exceptionally high revenue growth."
These are among the several dozen passages of greatest interest and value to me, also listed to suggest the scope of Moore’s coverage:
o Zone Offense and Zone Defense defined (Page 11)
o Crisis of prioritization (14-18, 22-23, and 30-32)
o Emerging categories (18-23, 41-42, and 91-92)
o Business model disruption (26-27)
o Zone management (30-31, 48-50, and 126-127
o Sustaining innovation versus disruptive innovation (36-38)
o Productivity zone initiatives (40-41)
o Performance zone and matrix (62-66)
o Best practices (67-68 and 87-89)
o Productivity zone (85-87)
o Incubation zone (100-103)
o Role of the CEO (106-108 and 122-123)
o Transportation zone (119-121)
o Incubation zone (100-103)
Note: Moore discusses each of the zones in much greater depth. These are page references to a brief overview.
o Zoning to Win at Salesforce and Microsoft: Two mini-case studies: (133-158)
Organizations that survive and thrive are well-prepared to attack whenever and whatever new opportunities develop but also to defend themselves against attacks whenever and wherever they occur in the given competitive marketplace. I invoke football nomenclature when stressing the importance of controlling the ball (i.e. "moving the chains") while scoring as many points as possible, then regaining possession of the ball as quickly as possible, thereby preventing an opponent from scoring. There really are valid correlations between the business world and the gridiron.
For C-level executives to organize to compete in the Age of Disruption, where to begin? "The strategic plan is as good a place to start as any, with a specific focus on how best to allocate resources across three investment horizons. Each horizon is defined in terms of when the return on that investment will be realized" during (1) the coming year, (2) in 2-3 years, and (3) in 3-5 years. "In this model, the only tangible returns come from Horizon 1."
With regard to the most common mistakes when organizing to compete in the Age of Disruption, Moore focuses on a series of steps to take: Fund the initiative out of only one zone, lock in the performance matrix, activate the productivity zone, fence off the incubation zone, determine the status of the transformation zone and proceed accordingly.
As Marc Bennioff's previously cited comments suggest, "Zone to Win is the playbook for building enterprises that reach escape velocity -- orienting to the future and avoiding the inertial pull of the past. It's the playbook for just surviving but succeeding in today's disruptive, connected, fast-paced world."
The Serpent observes in George Bernard Shaw’s play, Back to Methuselah (1921): “I hear you say ‘Why?’ Always ‘Why?’ You see things; and you say ‘Why?’ But I dream things that never were; and I say ‘Why not?'” In Zone to Win as in his previous work and will in other books yet to be written, Geoffrey Moore thoroughly explains HOW.
2 of 2 people found the following review helpful.
Execution - the ultimate battleground
By hshahin
In Escape Velocity Moore talked about how we must let go of the past to have the capacity to embrace the future. the EOL program office , likened to a hospice, dedicates the right focus on gracefully harvesting, preserving and storing away a legacy business that has run its course.
1 of 1 people found the following review helpful.
We know from our research data at TSIA that the ...
By Thomas E. Lah
We know from our research data at TSIA that the technology industry is currently navigating a massive transition to core business models that have been in play for decades. To quote the book: “Business models disruptions are where all the train wrecks happen.” Geoff has done an outstanding job creating a framework executive teams can apply to structure and govern the effort of establishing new business models while extracting profits from the legacy models. Too many tech companies are currently paralyzed by current industry trends. Flat line revenues and tepid stock prices are the proxy metrics. This is a must read for all the management teams that need to “swallow the fish” in the next few years.
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