Who should read *Going on Offense: A Leader's Playbook for Perpetual Innovation*?

This book is ideal for CEOs, executives, middle managers, and frontline employees aiming to drive innovation. It’s especially relevant for leaders in tech, manufacturing, or legacy industries seeking to transform bureaucratic structures into agile, future-ready organizations. Practitioners of change management or digital transformation will find actionable tactics for fostering adaptability.

Is *Going on Offense* worth reading?

Yes—the book combines academic rigor with real-world examples from Behnam Tabrizi’s 25+ years advising Fortune 500 companies. It offers a clear five-step process for cultural transformation, making it valuable for leaders navigating rapid market shifts. Critics praise its balance of theory and practicality, though some note its focus on large enterprises may require adaptation for smaller teams.

What are the main ideas in *Going on Offense*?

Key ideas include: - Shifting from defensive "fast follower" strategies to offensive innovation. - Embracing bold experimentation over excessive data analysis (e.g., Tesla’s iterative approach). - Eight elements like "Think Big, Start Small" and "Radical Collaboration." - Avoiding complacency by adopting Jeff Bezos’ "Day 1" mindset to sustain growth.

How does *Going on Offense* help with agile innovation?

The book contrasts traditional corporate strategies with agile innovators like Tesla, which prioritizes rapid iteration over perfection. Tabrizi argues that over-reliance on historical data stifles creativity, advocating for decentralized decision-making and tolerance for calculated risks. Microsoft’s partnership with OpenAI exemplifies pivoting from defense to offense.

What are key takeaways from *Going on Offense*?

- **Bold vision**: Align teams around ambitious, measurable goals. - **Culture over hierarchy**: Flatten structures to empower frontline innovators. - **Continuous momentum**: Use small wins to maintain urgency. - **Customer-centric experimentation**: Test ideas early, like Amazon’s "two-pizza teams."

What notable quotes are in *Going on Offense*?

While direct quotes aren’t included in summaries, Tabrizi emphasizes: - "Perpetual innovation isn’t a project—it’s a heartbeat." - "The most dangerous phrase in business is ‘We’ve always done it this way.’" - Jeff Bezos’ warning about "Day 2" complacency underpins the book’s thesis.

What is Behnam Tabrizi’s background in organizational transformation?

A Stanford consulting professor for 25+ years, Tabrizi advised the U.S. President, European Union, and companies like Google and Microsoft. His research with McKinsey shaped modern agile and design-thinking methodologies. He’s a *Wall Street Journal* bestselling author with $23.5B+ in documented client revenue impact.

攻めの経営へ

Q: What is *Going on Offense: A Leader's Playbook for Perpetual Innovation* about?

*Going on Offense* provides a strategic roadmap for organizations to adopt perpetual innovation, leveraging case studies from companies like Apple, Tesla, and Microsoft. The book outlines eight key elements to shift from reactive "Day 2" operations to proactive, agile cultures, emphasizing bold decision-making, radical collaboration, and sustained momentum. Practical steps and frameworks help leaders embed innovation into their organizational DNA.

継続的なイノベーションのためのリーダーズ・プレイブック

ベナム・タブリィズィ

4.07(44 Reviews)

『攻めの経営へ』の概要

『Going on Offense』の中で、スタンフォード大学の研究者ベナム・タブリージは、アップル、テスラ、アマゾンが採用しているイノベーションの戦略を明らかにしています。繁栄し続けるイノベーターと、衰退していくテック巨人を分かつものは何でしょうか？ハーバード大学のエイミー・エドモンドソンも絶賛するこのウォール・ストリート・ジャーナルのベストセラーは、現代のリーダーが切実に必要としている設計図を提示しています。

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第1章

Transforming Innovation: The Perpetual Advantage

When Behnam Tabrizi sat down for dinner with Hans Vestberg, then CEO of Ericsson (now CEO of Verizon), he didn't expect the conversation would launch him on a years-long quest to decode the DNA of perpetual innovation. Vestberg had sent executives to Stanford specifically to learn from Silicon Valley's most innovative companies-a move that sparked Tabrizi's curiosity about what truly separates consistently innovative organizations from the rest. Despite his impressive credentials, including authoring bestsellers like "Rapid Transformation" and advising over a hundred companies on major changes, Tabrizi realized he was missing something crucial: how organizations can sustain innovation perpetually rather than treating it as a one-time event. This book, endorsed by luminaries from Apple, eBay, Dropbox, Tesla, and Harvard Business School as "required reading in boardrooms and classrooms," distills insights from a comprehensive study of twenty-six innovative companies worldwide, including surveys of nearly 7,000 global executives, academics, and consumers. The framework draws heavily from Amazon, Apple, Tesla, Microsoft, and Starbucks-companies that have significantly outperformed the S&P 500 over twenty years. But this isn't about blindly copying ultra-successful companies; it's about helping any organization improve its agility and innovation capabilities, even if just by 10-20%. The result is a practical playbook for transformation that combines purpose, agility, leadership, and radical collaboration into a comprehensive approach for sustainable innovation.

第2章

The Innovation Challenge: Why Most Companies Fail

Many leaders treat perpetual innovation as a myth, believing large organizations inevitably become places "where talent goes to die," as Elon Musk once observed. Nokia's dramatic fall illustrates this problem perfectly-despite dominating the mobile phone market, they failed to adapt when Apple entered in 2007. Nokia's CEO famously lamented, "We didn't do anything wrong, but somehow, we lost." Their laser focus on operational metrics without cultural transformation or courageous innovation led to their downfall. Transforming large companies isn't impossible, but it's certainly difficult. Many Silicon Valley evangelists push for decentralized organizational utopias, yet command-and-control structures persist. True transformation requires more than inspirational CEO speeches-it demands a holistic approach that instills discipline while generating emotional energy to thrive during disruption. Leaders must set aside personal agendas and transform for a larger purpose. Nike's 1977 "Principles" memo exemplifies this approach, emphasizing that "our business is change" and "we're on offense all the time." Emotions like passion, energy, obsession, and ambition were crucial to Apple's success under Steve Jobs, whose transformed leadership after his exile helped turn Apple into the world's most valuable company. Building innovative organizations requires not just rational thinking but deep emotional commitment to sustain through difficult beginnings. Through extensive research involving thousands of global executives, academics, and consumers, Tabrizi identified eight critical drivers of perpetual innovation: existentialism (commitment to meaningful purpose), customer obsession, the Pygmalion effect (leaders influencing organizational culture), start-up mindset, managing tempo, working bimodally, moving boldly, and radical collaboration. These elements require deep emotional commitment rather than just rational directives, enabling companies to overcome human tendencies toward complacency and risk aversion.

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第3章

Existential Purpose: The Soul of Innovation

Microsoft was stuck in 2014, losing ground to younger tech firms despite profitable legacy products. Its market cap had stagnated since 2001, with a "too big to fail" mentality preventing innovation. When Satya Nadella became CEO, he transformed the company by "rediscovering the soul of Microsoft"-shifting from "a PC on every desk running Microsoft software" to "empowering every person and organization on the planet to achieve more." This elevated vision made Microsoft's offerings vehicles for improvement rather than just products to sell, unlocking new innovation avenues and quintupling Microsoft's value to nearly $2 trillion in eight years. Perpetual innovation requires positive motivation sustained by a spirit of generosity. Large organizations often become victims of their own success, protecting existing structures rather than embracing change. Purpose alone isn't enough-companies need an existential commitment that provides deeper direction. Drawing from philosophical traditions of Kierkegaard, Nietzsche, and Sartre, and psychologists like Frankl who emphasized finding meaning to overcome adversity, companies need a deep-seated conviction to summon the energy for effective innovation. This existential purpose must be significant enough to motivate progress at scale while serving a realistic business model. Companies like Apple aim to make powerful technology accessible to improve lives, while Amazon overcomes retail trade-offs through maximum convenience. An existential vision is a conceptual ideal or North Star, while existential goals are concrete objectives describing the path to that vision. Haier transformed from a failing state-owned refrigerator factory into the world's largest appliance brand through five strategic stages, each with evolving goals but anchored by a consistent vision of premium, innovative products. Beginning with a dramatic sledgehammer ceremony smashing defective units, Zhang Ruimin established a zero-defect quality culture that differentiated Haier in China's emerging market. Tesla rocketed to become the world's most valuable car company in just twenty years through its vision of "accelerating the world's transition to sustainable energy," which guided its strategic evolution from luxury vehicles to mass-market cars and energy solutions. Apple's vision of "making tools for the mind that advance humankind" led Steve Jobs to focus on user experience rather than technical specifications, believing "people with passion can change the world." An existential vision only works when internalized by employees as a personal calling, creating alignment between individual satisfaction and organizational success. Santa Clara Valley Medical Center demonstrated this by engaging cross-functional teams to develop their vision: "To build a world-class patient flow process that patients and families love and makes staff proud." Despite a 70% drop in public funding, the hospital achieved significant improvements: fewer ambulances turned away, shorter patient stays, faster discharges, and 30% more patients admitted.

第4章

Customer Obsession: The External Tug

Existential purpose and customer obsession work together to drive perpetual innovation. Haier exemplifies true customer obsession by going beyond normal attention to customers-soliciting feedback from 800,000 users before creating prototypes, posting products on crowdfunding sites to gather pre-production feedback, and operating on a "zero-distance" principle where any customer can reach a Haier employee whenever needed. This obsession is embedded in their "Rendanheyi" philosophy (Ren = employees, Dan = customer needs, Heyi = integration), connecting employees directly with customers both culturally and structurally. Customer obsession provides the crucial external motivation that complements an organization's internal existential purpose. As Bezos points out, customers will never be satisfied-they constantly want better prices, higher quality, and more features. This persistent external pressure prevents the complacency and internal politics that often accompany success. True customer obsession goes beyond basic awareness-it's an emotional commitment tied to existential purpose that forces companies to accommodate, listen to, and attune themselves to customers' challenges. This obsession manifests in two ways: cocreation (obtaining customer input at every production stage) or empathetic imagination (anticipating what could improve customers' future lives). Zara exemplifies cocreation through its founder Amancio Ortega's philosophy of producing "along the lines of what's happening; if the market wants this, let's do it." Rather than relying on celebrity designers, Zara focuses on what everyday customers are wearing. Ortega famously spotted a young man in a badge-covered denim jacket at a traffic light, called his design chief immediately, and had similar jackets in stores within two weeks. While Zara relies on cocreation, Apple exemplifies empathetic imagination. Steve Jobs famously said, "People don't know what they want until you show it to them. That's why I never rely on market research." Rather than asking customers what they wanted, Jobs and his team built powerful machines and then worked backward from the customer's perspective: How can this help my life? What would I want to do with this? Does this give me power I can easily learn to use? Customer obsession extends beyond the product to the entire experience. Tesla, like Apple, employs empathetic imagination to develop sophisticated technology while making the customer experience remarkably simple. In Tesla showrooms, the focus isn't on explaining the technological feats behind their electric vehicles but on helping customers obtain innovative products that work seamlessly in their lives. Amazon masterfully blends cocreation with empathetic imagination while maintaining customer obsession at massive scale. Its approach focuses on selection, convenience, and low prices, with constant experimentation. Amazon's obsession drives continuous innovation even when successful-introducing Prime in 2005 when the company was already thriving, developing custom server chips when existing ones weren't meeting customer needs, and acquiring companies like Whole Foods to enhance customer experience. For customer obsession to succeed, it must permeate the entire organization, not just executive thinking. Customer-obsessed companies excel at preventing problems before customers even notice them. Amazon proactively upgrades shipping when orders face delays, then investigates the root cause to prevent future issues-all invisible to customers. This "silent customer service" requires significant investment in technical infrastructure and operational liberality, but creates exceptional experiences that build lasting loyalty.

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第5章

The Pygmalion Effect: Sculpting Organizational Culture

Named after the ancient sculptor who created his ideal woman from ivory, the Pygmalion effect describes how exceptional leaders like Steve Jobs shape their organizations through deep commitment and attention to detail. Despite his notoriously difficult personality, Jobs created a culture of innovative design by focusing intensely on recruiting exceptional talent. His conviction that having "more amazing talent than I knew what to do with" would be "heaven" inspired his team to prioritize hiring outstanding people. As companies grow beyond personal interactions, leaders face the challenge of instilling innovation-driving values throughout the organization. The most effective leaders not only embody innovation values themselves but weave these attributes into their company's DNA, allowing their influence to permeate the entire organization despite its size. For innovation-focused leaders, recruiting exceptional talent becomes an obsession. Steve Jobs called it his most important job, while Jeff Bezos declared hiring standards "the single most important element" of Amazon's success. Elon Musk personally approved every Tesla hire until the company reached 12,000 employees-even janitors and cafeteria workers. When AMD faced bankruptcy in 2014, new CEO Lisa Su prioritized attracting top talent by selling the experience as a chance to "learn a ton and make a big impact." While many companies assess "cultural fit" based on personal compatibility, innovative leaders define it around specific values that drive performance. At Tesla, Musk directed HR to hire only "champions in their field" who could thrive under intense pressure and refuse to accept impossibility. This clear definition allowed recruiters to identify candidates with both raw ability and the stamina to overcome difficult problems. Jobs learned that experts must lead experts to foster innovation. After his experience with John Sculley, who "destroyed everything I'd spent ten years working for," Apple structured leadership around domain expertise rather than general management. Jobs believed world-class talent wants to work with other experts in their field, and that "it's easier to train an expert to manage well than to train a manager to be an expert." Even diverse, talented individuals need to feel they belong to collaborate effectively. AMD exemplifies this balance, ranking among the most diverse companies globally while fostering collaboration. The company actively recruits women engineers and those from underrepresented groups, with metrics for inclusion built into its overall strategy. Pygmalion companies maintain their culture through rigorous performance expectations. At Tesla, hundreds of employees were fired for subpar performance in 2017, sending a clear message: thrive or be fired. Amazon similarly tracks fulfillment center workers continuously, with three warnings before termination for underperformance. Managers and HR actively coach struggling employees but maintain high standards. Paradoxically, giving employees autonomy increases their embrace of organizational culture. Haier Group's transformation into microenterprises exemplifies this approach-self-managed teams responsible for their own profit and loss, with freedom to make business decisions. Rather than prescribing action plans, Haier provides a platform for entrepreneurship, managing through internal targets while trusting employees to maximize creativity. Traditional performance reviews often undermine the Pygmalion effect by focusing employees on impressing managers rather than actual performance. Pygmalion companies instead favor immediate, continuous feedback over annual reviews. Tesla maintains annual reviews as a formality but emphasizes real-time recognition: "If people kick ass, tell them right away. And tell them in front of people."

第6章

The Start-Up Mindset: Maintaining Day One Energy

When companies grow successful, they often lose the nimble, passionate energy that fueled their initial growth. IBM's transformation in the mid-1990s illustrates how a start-up mindset can revitalize even the most entrenched organizations. David Grossman, discovering Sun Microsystems had created a rogue Olympics site using IBM's data feed, took initiative far beyond his role. Rather than just getting the site shut down, he and ally John Patrick launched a grassroots movement to transform IBM's approach to the internet. The start-up mindset parallels Joseph Campbell's "hero's journey" archetype-ordinary people called to a higher purpose who meet mentors, face challenges, make allies, and ultimately transform both themselves and their world. Companies need a critical mass of such "heroes" who embrace existential commitment and overcome corporate strictures to meet great challenges. Established companies typically operate in what Jeff Bezos calls "Day 2"-when a business model is proven and focus shifts to execution at scale. This mindset breeds behaviors that make companies vulnerable to disruption: internal focus, bureaucratic decision-making, investment in entrenched capabilities, fear of failure, siloed structures, preference for large interdependent teams, and short-term value prioritization. Reawakening a Day 1 mindset begins with stories that remind employees of their company's tentative beginnings. Founders like Amancio Ortega of Zara draw motivation from formative experiences-like witnessing his mother being denied credit for groceries as a child, which drove his entrepreneurial determination. Similarly, Jeff Bezos credits his grit to watching his teenage mother and Cuban immigrant stepfather overcome obstacles. Beyond grit, perpetual innovators need people who feel ownership of the company's trajectory and believe in its noble purpose. Bezos distinguishes between "missionaries" who love their products and customers versus "mercenaries" just trying to flip their stock. Steve Jobs emphasized building Apple and Next "from the heart," stressing that someone must be "the keeper and reiterator of the vision" to maintain purpose through countless decisions. Companies can pivot back to Day 1 by embracing the lean start-up loop of build, measure, and learn. This approach allows teams to develop minimum viable products, test market reactions, and iterate quickly. The process works best with tight budgets that force autonomy and creativity. Steve Jobs advocated for simplicity-"Sometimes you need to subtract"-which requires courage when intuition suggests scaling hierarchy to match growing impact. Bezos advocates using "heart and intuition as well as empirical data" when making big decisions, acknowledging that good decision-making requires both instinct and risk-taking. This approach empowers teams to make decentralized decisions rather than waiting for hierarchical approval. At Zara, salespeople have authority typically reserved for buyers in other retailers, keeping the organization responsive by placing decision power with those closest to customers. Corporate leaders who rise through disciplined pursuit of specific strategies often struggle to adapt to today's unstable markets. Companies need leaders with a "beginner's mind" who can approach challenges without preconceived categories or solutions. Children naturally possess this quality, seeing possibilities without learned limitations. The start-up mentality of founders like Bezos and Ortega becomes contagious through their visible commitment and charisma. However, this mindset doesn't require C-suite leadership-IBM embraced the internet faster than Apple or Microsoft thanks to two mid-level employees. Companies can foster intrapreneurship, allowing employees to build exciting projects within the security of established organizations.

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『攻めの経営へ』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第7章

Managing Tempo: The Lion's Strategy

Business success requires more than just speed-it demands mastery of tempo, the ability to control the pace of activity. While constantly moving fast isn't sustainable, innovative companies cultivate high-tempo cultures with the flexibility to accelerate when opportunities arise and deliberately slow down when complexity demands it. As Bob Sutton notes, perpetual speed creates confusion and mistakes; the key is knowing when to pause. Lions provide a perfect metaphor for organizational tempo. During hunts, lionesses begin with patient stalking, carefully planning their approach before explosively sprinting at fifty miles per hour to catch prey. Similarly, agile companies must master two distinct tempos: deliberate planning followed by decisive action. This mirrors Jeff Bezos's distinction between "type-one" decisions (high-stakes, low reversibility requiring careful deliberation) and "type-two" decisions (highly reversible, requiring quick action with limited data). Agile organizations must master the art of sprinting-concentrated bursts of activity that overcome cautiousness and force quick development of minimum viable products. Like soccer star Lionel Messi, who walks more than other players while studying the field before explosive bursts of speed, companies must conserve energy while staying alert for the right moment to accelerate. Beyond simply alternating between fast and slow, organizations must follow several tempo rules: Stay alert-individuals need rest, but organizations must constantly watch for opportunities; Stay paranoid-like Intel's Andrew Grove demonstrated, maintaining healthy suspicion prevents the complacency that success breeds; Look broadly-successful organizations, like lions scanning their environment, maintain wide vision rather than narrow focus. Virginia's basketball team demonstrated how to regain control of tempo after failure-they maintained their methodical pace but added flexibility and regular playmaking to prevent complacency, ultimately winning the national championship. Flexibility is crucial for controlling tempo in business too. Zara changes over a third of its store inventory weekly and replenishes stock every three days, allowing quick adaptation to customer preferences. Successful organizations, like championship basketball teams, allocate resources disproportionately to their stars. Virginia's championship team gave their three star players 83% of available playing time, while other players averaged under ten minutes per game. Similarly, businesses should focus resources on their best-performing products and people rather than supporting everything equally. Controlling tempo requires rapid adjustment based on trust among key participants-best accomplished by building talent internally. Just as Virginia's championship stars had developed together for seasons, companies benefit from vertical integration that makes suppliers and distributors colleagues rather than contractors. Innovative companies establish semi-predictable structures while allowing for rapid changes when needed. One approach is "heartbeats, not handcuffs"-keeping pace with external developments without restricting flexibility. Amazon maintains flexibility through its constantly shifting S-team of about twenty executives, unlike traditional fixed C-suites that create fiefdoms. Organizational structure significantly impacts tempo control. Regardless of specific form, perpetually innovative companies eliminate barriers that slow adjustments. Microsoft's Satya Nadella reduced hierarchies and freed engineers from institutional controls that had left them feeling like they merely executed processes and attended contentious meetings. Netflix empowers employees with unusual freedom to sign contracts and charge expenses without bureaucratic approval, maintaining this even during cost-cutting periods.

第8章

The Bimodal Approach: Different Strategies for Different Challenges

Perpetually innovative organizations operate in two distinct modes rather than at a single static tempo. SpaceX exemplifies this approach-while famous for bold innovations like reusable rockets, much of the company simultaneously works on incremental gains that progressively lower costs without compromising reliability. Their greatest achievement isn't just the breakthroughs but running an operation that combines revolutionary advances with evolutionary improvements. This bimodal approach divides organizational activities into those requiring compression (standardization and efficiency for predictable operations) versus those needing experiential development (learning and discovery for unpredictable areas). While many companies superficially cut costs in operations while boosting innovation budgets, true bimodal operation isn't simply dividing continuing operations from product development-it's about applying the right approach to each activity based on its strategic importance and level of uncertainty. Compression applies engineering techniques like critical path method, PERT, reengineering, and concurrent engineering to accelerate efficiencies in predictable operations. It works for any predictable operation regardless of complexity, requiring aggressive identification of improvement opportunities and disciplined pursuit. Companies simplify steps, delegate more to suppliers, and encourage overlapping development to rationalize processes and reduce cost and time. For unpredictable innovation paths, companies must use experiential development with multiple options and frequent testing. This approach builds knowledge while navigating uncertainty, resembling basketball's fast break rather than football's planned offense. Multiple options give developers intuitive feel for how design parameters work in reality. Apple used this approach with the original iPhone, creating competing teams (one based on Mac, one on iPod technology) that eventually merged their strengths. Frequent testing accelerates development through small, quick failures mixed with successes. Facebook excels here, running thousands of versions simultaneously, allowing engineers to test new features without risking the entire platform. Constant feedback helps them learn and improve in real time, leading to monetizable engagement. Experiential development requires discipline to avoid common pitfalls. "Planningitis" occurs when companies overplan in uncertain environments-our research found most next-generation product development failures stem from the "fuzzy front end" when companies struggle to define expectations without hampering creativity. Two fundamental rules apply across experiential development projects. First, use multifunctional teams that extend beyond R&D to include engineering, manufacturing, marketing, purchasing and accounting. These diverse perspectives reveal more opportunities, generate creative ideas, identify flaws faster, and build better prototypes. While "skunkworks" seem appealing, our research shows breakthrough products more likely come from autonomous multi-functional teams within the hierarchy than from isolated skunkworks. Don't reward teams for meeting schedules. Schedule-focused incentives lead developers to neglect valuable outcomes that are hard to predict, like quality or new features. They design for schedule rather than specifications, cutting corners and making poor trade-offs that ultimately delay projects and damage morale. Instead, reward for broader outcomes including market performance and learning from experimentation.

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第9章

Going Bold: The Courage to Transform

Amazon's development of AWS exemplifies the power of boldness. Rather than seeking outside solutions to server reliability problems, Amazon decided to build its own cloud computing service-a risky venture far outside its core retail business. This bold move transformed the company, creating a highly profitable new division that eventually produced its future CEO. Similar boldness led to the Kindle e-reader and Alexa/Echo, establishing Amazon's multi-industry dominance. Boldness delivers two major strategic benefits: sustainable competitive advantage through focused innovation that competitors struggle to match, and attraction of high-level talent who want to work on world-changing innovations. The positive feedback loop of boldness, when executed with other key elements, creates compounding advantages. Perpetual innovators must act courageously beyond being generous and ferocious. A tepid approach fails to harness the emotional energy that comes from boldness. Elon Musk exemplifies this strategy at Tesla, SpaceX and other ventures-targeting daunting problems whose solutions yield high market returns. While risky, success becomes the ultimate differentiator, catapulting companies past competition and impressing investors. While startups naturally embrace boldness, established successful companies struggle with it. Large organizations develop structures focused on reliability rather than innovation, and even founders often prefer current stability over the risks they faced earlier. Most successful companies eventually lapse into conformity-either by mimicking competitors or digitally replicating physical products without meaningful improvements. While we often associate boldness with heroic individual leaders like Elon Musk, truly innovative organizations embed boldness at every level. Leaders must start by articulating their great dream, knowing themselves deeply-their strengths, weaknesses, and non-negotiable values-and then authentically embodying boldness both inwardly and outwardly. This example catalyzes energy in others throughout the organization. Leaders who want to move boldly while minimizing risk should seek information broadly beyond their usual circles. Even with extensive data, making bold moves requires subjective judgment and the mental capability to synthesize meaningful insights while imagining new possibilities. The fear of failure that paralyzes many executives often stems from perfectionism and fear of humiliation. To overcome this, leaders must build courage by focusing on the present, visualizing courageous acts, and explicitly stating their desire to overcome fears. True boldness sometimes means having the courage to slow down or scale back when necessary. When quality standards slip during rapid growth, pulling back can be crucial for long-term success, even if it temporarily disappoints customers. When Steve Jobs returned to Apple in 1997, he boldly scaled back the company's product offerings, eliminating even profitable items to focus on creating groundbreaking innovations. Boldness is most noticeable in its absence. When failing companies lack ambition to remake their marketplace, they often blame external factors rather than their own timidity. Blockbuster's collapse exemplifies this-former CFO Tom Casey blamed market conditions rather than strategic failures like declining to acquire Netflix. While Blockbuster delivered the same product for a decade, Netflix transformed itself multiple times, developing digital by-mail, streaming, and original content.

第10章

Radical Collaboration: Breaking Down Silos

Collaboration harnesses the "wisdom of crowds"-the principle that groups with diverse perspectives can be smarter than even expert individuals. British statistician Francis Galton discovered this in 1906 when the average of 787 county fair guesses about an ox's weight proved more accurate than any individual estimate. This collective intelligence works because individual errors cancel out, improving everything from medical diagnoses to economic forecasts-but only when diverse viewpoints are included. Despite its obvious benefits, genuine collaboration rarely happens beyond formally established teams. The culprit? Organizational silos. When companies are small, everyone collaborates naturally for survival. But success brings growth and complexity, turning each function into its own world with diminishing connections to others. Leaders build mini-fiefdoms for security, and multidivisional structures make cross-functional work difficult. Collaborative organizations can take many forms. Haier operates through thousands of decentralized microenterprises focused on specific products and markets, while Apple maintains a highly centralized, functional structure. Both achieve impressive collaboration despite their structural differences. At Haier, microenterprises collaborate out of necessity to gain expertise in relevant technologies. When Steve Jobs returned to Apple in 1997, he dismantled the siloed business units and replaced them with functional hierarchies. This structure concentrates subject matter expertise in specific areas, enabling greater insights than if each product group had its own specialists. Amazon employs a conventional organizational structure but overlays it with collaborative work teams that drive innovation. Their famous "two-pizza teams" (no larger than what two pizzas can feed) include diverse skills from different departments, focusing on customers rather than organizational turf. Small size encourages ownership and quick pivoting, while interdependence motivates teams to solve problems efficiently. Structure and performance measures aren't enough to ensure collaboration-companies need people naturally inclined to work together. Jack Altman, CEO of Lattice, distinguishes between employees "with batteries included" who create energy for those around them and those "with batteries not included" who drain energy from others. This distinction matters because collaboration requires enormous energy, positive thinking, and courage. Structure isn't enough, nor is energy: Radical collaboration requires bravery to approach unknown colleagues, especially outside the organization. Microsoft demonstrated this shift under Satya Nadella in 2015, moving from an inward focus to a "partner-positive" strategy. Nadella dramatically used an iPhone at a Salesforce event to demonstrate Microsoft software on iOS, signaling the company's existential shift to help customers access its products regardless of platform. Encouraging organizational openness isn't automatic. Employees naturally work within ordinary parameters, rarely thinking beyond immediate colleagues. The surest way to kill collaboration is through internal competition-Microsoft's previous policy of mandatory negative performance reviews discouraged teamwork by making colleagues competitors. Radical collaboration matters most at the head of an organization. Nadella discovered his inherited senior team operated in successful but isolated silos, with meetings focused on criticizing each other's ideas rather than building solutions. To create a "center of gravity" for collaboration, he assembled a new senior team with complementary skills and collaborative mindsets. Even highly successful companies often resist deep collaboration-to their detriment. Myspace, once the internet's biggest website by traffic until 2006, declined because its functional divisions created silos that separated customer-focused groups from technical implementation teams. Without policies forcing interaction, teams with user experience insights rarely communicated with those responsible for building features.

★★★★★

『攻めの経営へ』を最後まで読み終えました

100万人以上の学習者に愛用されています

“23日間、毎日使い続けています。今では日課の一部です。”

jayallen

『攻めの経営へ』の主要テーマ

perpetual innovation
existential purpose
organizational agility
radical collaboration
cultural transformation

『攻めの経営へ』の名言

We're on offense all the time.
People with passion can change the world.
Customer obsession provides the crucial external motivation.

『攻めの経営へ』の登場人物

Behnam TabriziAuthor and Stanford scholar on innovation
Zhang RuiminLeader who transformed Haier into a global brand
Hans VestbergCEO who initiated the study on innovation DNA

著者について

ベナム・タブリジ（Behnam Tabrizi）博士は、『ウォール・ストリート・ジャーナル』紙のベストセラーとなった著書 『Going on Offense: A Leader’s Playbook for Perpetual Innovation』 の著者であり、迅速な組織変革とリーダーシップ戦略における世界的な権威です。

25年以上にわたりスタンフォード大学のコンサルティング教授を務める彼の研究は、デザイン思考やアジャイル開発といった現代の手法の基盤となっています。クライアントには、Apple、Google、アメリカ政府などが名を連ねています。本書は、彼の学術的な厳密さと、AI主導の破壊的変化に直面するフォーチュン500企業を導いてきた実務経験を融合させたものであり、不安定な市場でイノベーションを促進するための実践的なフレームワークを提示しています。

タブリジ博士の代表作である 『Rapid Transformation: A 90-Day Plan for Fast and Effective Change』 や 『The Inside-Out Effect』 は、リーダーシップとチェンジマネジメントにおける彼の権威を確固たるものにしています。彼の戦略は、あるテック企業の収益を2年間で35%向上させたり、サンタクララ郡の業務刷新を通じて数億ドルを節約したりするなど、測定可能な成果を上げてきました。『ハーバード・ビジネス・レビュー』や『エコノミスト』誌でも取り上げられ、その洞察は世界のビジネス慣行に影響を与えています。

『Going on Offense』 は、世界中のクライアントに235億ドル以上の収益をもたらした、30年にわたる変革的リーダーシップの原則を凝縮した一冊です。

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Bold Ones

Shawn Kanungo

Empowered

Marty Cagan & Chris Jones

Innovation and Entrepreneurship

Peter Drucker

No-Excuses Innovation

Bruce Vojak & Walter Herbst

Competing in the New World of Work

Keith Ferrazzi & Kian Gohar & Noel Weyrich

The Power of Little Ideas

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Disrupt You!

Jay Samit

Build

Tony Fadell

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Innovate Like the Top 1%

In an era of rapid change, the ability to innovate systematically is the only sustainable competitive advantage. This program is designed for ambitious leaders and entrepreneurs who want to move beyond luck and master the repeatable frameworks used by the world's most successful disruptors.

5 h 21 m•4 セクション

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The Steve Jobs Keynote Method

This plan distills the specific preparation and management habits that made Steve Jobs a legendary communicator. It is essential for leaders and innovators who need to pitch high-stakes ideas and instill a culture of extreme accountability within their teams.

1 h 30 m•3 セクション

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The Systems Thinking Advantage for Founders

In the volatile world of startups, founders often fall into the trap of reactive management. This learning plan is essential for entrepreneurs who want to move beyond chaos by mastering the structural dynamics of their business. It is ideal for early-stage leaders aiming to build scalable, stable organizations through first-principles design.

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The Lateral Leadership Playbook

In an era of rapid disruption, traditional top-down authority is no longer enough to drive innovation. This playbook is designed for mid-to-senior leaders who need to influence without formal power by mastering observation, connection, and risk management.

2 h•4 セクション

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The Conqueror’s Code: Strategic Leadership

In an era of constant disruption, traditional management is no longer enough to sustain growth. This plan is designed for aspiring executives and entrepreneurs who need to blend bold vision with tactical agility and robust governance to build lasting organizations.

1 h 30 m•3 セクション

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Escape the Competition Trap

In today's saturated markets, competing on price and features is a race to the bottom. This plan is essential for entrepreneurs and strategic leaders who want to stop fighting rivals and start creating new value for untapped audiences.

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Zero to One for Young Founders

This plan is essential for aspiring entrepreneurs who want to build companies that create something entirely new rather than just iterating on existing ideas. It is designed for young founders seeking to master the strategic mechanics of vertical progress and long-term planning.

1 h 30 m•3 セクション

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The Architect of Influence

This plan is essential for creators and leaders who want to bridge the gap between having great ideas and building a profitable brand. It benefits anyone looking to master the psychology of persuasion, creative discipline, and digital monetization.

2 h 30 m•5 セクション

コロンビア大学卒業生がサンフランシスコで開発

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483

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@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

コロンビア大学卒業生がサンフランシスコで開発

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第10章

攻めの経営へ

概要『攻めの経営へ』の概要

1冊の本。さまざまな聴き方。

Transforming Innovation: The Perpetual Advantage

The Innovation Challenge: Why Most Companies Fail

聴きながら、すべての言葉を目で追えます

Existential Purpose: The Soul of Innovation

Customer Obsession: The External Tug

『攻めの経営へ』をもっと深く楽しむ

The Pygmalion Effect: Sculpting Organizational Culture

The Start-Up Mindset: Maintaining Day One Energy

聴きながら、すべての言葉を目で追えます

Managing Tempo: The Lion's Strategy

The Bimodal Approach: Different Strategies for Different Challenges

『攻めの経営へ』をもっと深く楽しむ

Going Bold: The Courage to Transform

Radical Collaboration: Breaking Down Silos

『攻めの経営へ』を最後まで読み終えました

『攻めの経営へ』の主要テーマ

『攻めの経営へ』の名言

『攻めの経営へ』の登場人物

著者について

攻めの経営への要約をダウンロード

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この本に関するよくある質問

What is Going on Offense: A Leader's Playbook for Perpetual Innovation about?

Who should read Going on Offense: A Leader's Playbook for Perpetual Innovation?

Is Going on Offense worth reading?

What are the main ideas in Going on Offense?

もっと見る

1,000,000+ curious minds.

1,000,000+ curious minds.

1冊の本。さまざまな聴き方。

Transforming Innovation: The Perpetual Advantage

The Innovation Challenge: Why Most Companies Fail

聴きながら、すべての言葉を目で追えます

Existential Purpose: The Soul of Innovation

Customer Obsession: The External Tug

『攻めの経営へ』をもっと深く楽しむ

The Pygmalion Effect: Sculpting Organizational Culture

The Start-Up Mindset: Maintaining Day One Energy

聴きながら、すべての言葉を目で追えます

Managing Tempo: The Lion's Strategy

The Bimodal Approach: Different Strategies for Different Challenges

『攻めの経営へ』をもっと深く楽しむ

Going Bold: The Courage to Transform

Radical Collaboration: Breaking Down Silos

『攻めの経営へ』を最後まで読み終えました

他のユーザーのお気に入り

もっと見る

『攻めの経営へ』の概要