Bigger Isn't Always Better

When it comes to business growth, bigger is not always better. The key to achieving growth is to change the way we think about it. Genuine growth has more to do with reaching maximum potential than reaching maximum size. Based on ten years of research and dozens of personal interviews by the author, Bigger Isn't Always Better identifies seven key habits of mind that lead to real growth, and shows, through many examples, how they have been applied successfully. Examples include Darcy Williams at Nike, who championed a range of products for women that did not fit into the established market segments (men) of her employer; Bill Greenwood of Burlington Northern, who found a way to turn truckers, his railroad's most difficult competitors, into its best customers; Al Bru, who eliminated trans fats from Pepsico's Frito-Lay snack foods and got health-conscious consumers to embrace the products; and Jane Friedman, HarperCollins publisher, who was determined to give her company a brand identity and reduce its dependence on a few blockbuster books. Combining real-life stories and insightful analysis, Bigger Isn't Always Better shows how to move an organization forward -- to grow smarter, not fatter. Endorsements: Tomasko's richly documented book punctures a well-entrenched myth: that growth is only a numbers game. With compelling stories and an intriquing set of scientific evidence, he introduces a totally new paradign, i.e., that sustainable growth comes mostly from learning how to spot and exploit untapped market opportunities." --Jean-Phillippe Deschamps, Professor of Mgt., IMD Lausanne An important, wise and practical book, free of glib jargon and business homilies. Tomasko cites lively, current example showing how to uncover hidden opportunities, and offers original and unpretentious advice. --Jeffrey Sonnenfield, Senior Associate Dean, Yale School of Management; author of The Hero's Farewell. Consultant Tomasko explains the importance of creating and sustaining true business growth--which may have little or nothing to do with expansion. Using a variety of examples taken from companies like Nike, Ford, and American Express, he identifies seven crucial traits that enable organizations to transform themselves and increase their actual valu