“You can’t do big things in business if you’re content with doing things a little better than your rivals.” – Mavericks at Work
We all know it: Business as usual is a bust. In industry after industry, the old guard retreats, old jobs disappear and old thinking loses ground. At the same time, organizations and entrepreneurs that were once dismissed as upstarts, on the fringe or weird are now making waves and experiencing exponential growth. The reason? In a global, connected and hyper-competitive world, the only way to stand out from the crowd is to stand for something truly original and authentic. Mavericks at Work guides the way by helping readers to rethink their strategy, reinvent their approach to innovation, find new ways to connect with customers and rediscover the power of their people.
For credit unions, the message couldn’t be more relevant.
LaBarre and Taylor follow the operations and strategies of numerous maverick companies that draw inspiration from unconventional sources. Their practices are often far removed from business as usual: For example, the authors explain how Proctor & Gamble filled in an R&D deficit using an open-source model from the software world.
“A problem-solver is someone who gets handed a challenge, goes into the lab, and doesn’t come out until he or she has an answer. A solution-finder looks around the world and is agnostic as to where the answer comes from, so long as it’s the best answer at the lowest cost in the shortest time.”
After visiting 32 maverick firms, the authors have lessons to share in four key areas: rethinking competition, reconnecting with customers and redesigning the workplace. Despite differing greatly in terms of size, revenue and business models, the companies all shared a “usual isn’t good enough” mindset. They bucked traditional ideas regarding hiring and recruiting by focusing more on character and less on credentials.
The goal of Mavericks at Work is to provide a fresh alternative to business as usual – an energetic, useful set of ideas supported by case studies that stays true to the maverick spirit this book champions.
Ultimately, this book asks an important question: Are you satisfied with being good enough for your customers? Or are you trying to find a way to be at the forefront of business leadership? Are you willing to think bigger, aim higher, and win more decisively?
“Most creativity happens in spite of the organization, not because of it. That’s why successful innovators don’t ask for the most resources or the strictest oversight; they ask for the most room to maneuver and the fewest bureaucratic hurdles.”