WorldCat Identities

Raynor, Michael E.

Overview
Works: 75 works in 162 publications in 5 languages and 4,019 library holdings
Genres: Drama  History 
Roles: Author, Performer, Actor, Instrumentalist, Interviewee
Classifications: HD53, 658.4063
Publication Timeline
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Most widely held works by Michael E Raynor
The innovator's solution : creating and sustaining successful growth by Clayton M Christensen( Book )

31 editions published between 2003 and 2013 in English and held by 1,611 WorldCat member libraries worldwide

"In his worldwide bestseller The Innovator's Dilemma, Christensen explained how industry leaders get blindsided by disruptive innovations precisely because they focus too closely on their most profitable customers and businesses. The Innovator's Solution shows how companies get to the side of this dilemma, creating disruptions rather than being destroyed by them." "Drawing on years of in-depth research and illustrated by company examples across many industries, Christensen and Raynor argue that innovation can be a predictable process that delivers sustainable, profitable growth. They identify the forces that cause managers to make bad decisions as they package and shape new ideas - and offer new frameworks to help managers create the right conditions, at the right time, for a disruption to succeed." "Revealing counterintuitive insights that will change your perspective on innovation forever, this landmark book shows how to create a disruptive growth engine that fuels ongoing success."--Jacket
The innovator's solution creating and sustaining successful growth by Clayton M Christensen( )

5 editions published between 2004 and 2011 in English and held by 661 WorldCat member libraries worldwide

Clayton M. Christensen is a professor of business administration at Harvard Business School. Michael E. Raynor is a director at Deloitte Research. Together, they outline an innovative plan that urges businesses to create disruption rather than fleeing from it
The strategy paradox : why committing to success leads to failure, and what to do about it by Michael E Raynor( Book )

6 editions published in 2007 in English and held by 454 WorldCat member libraries worldwide

A compelling vision. Bold leadership. Decisive action. Unfortunately, these prerequisites of success are almost always the ingredients of failure, too. In fact, most managers seeking to maximize their chances for glory are often unwittingly setting themselves up for ruin. The sad truth is that most companies have left their futures almost entirely to chance, and don't even realize it. The reason' Managers feel they must make choices with far-reaching consequences today, but must base those choices on assumptions about a future they cannot predict. It is this collision between commitment and uncertainty that creates THE STRATEGY PARADOX. This paradox sets up a ubiquitous but little-understood tradeoff. Because managers feel they must base their strategies on assumptions about an unknown future, the more ambitious of them hope their guesses will be right ' or that they can somehow adapt to the turbulence that will arise. In fact, only a small number of lucky daredevils prosper, while many more unfortunate, but no less capable managers find themselves at the helms of sinking ships. Realizing this, even if only intuitively, most managers shy away from the bold commitments that success seems to demand, choosing instead timid, unremarkable strategies, sacrificing any chance at greatness for a better chance at mere survival. Michael E. Raynor, coauthor of the bestselling The Innovator's Solution, explains how leaders can break this tradeoff and achieve results historically reserved for the fortunate few even as they reduce the risks they must accept in the pursuit of success. In the cutthroat world of competitive strategy, this is as close as you can come to getting something for nothing. Drawing on leading-edge scholarship and extensive original research, Raynor's revolutionary principle of Requisite Uncertainty yields a clutch of critical, counter-intuitive findings. Among them: -- The Board should not evaluate the CEO based on the company's performance, but instead on the firm's strategic risk profile -- The CEO should not drive results, but manage uncertainty -- Business unit leaders should not focus on execution, but on making strategic choices -- Line managers should not worry about strategic risk, but devote themselves to delivering on commitments With detailed case studies of success and failure at Sony, Microsoft, Vivendi Universal, Johnson & Johnson, AT&T and other major companies in industries from financial services to energy, Raynor presents a concrete framework for strategic action that allows companies to seize today's opportunities while simultaneously preparing for tomorrow's promise. From the Hardcover edition
The three rules : how exceptional companies think by Michael E Raynor( Book )

11 editions published between 2013 and 2015 in English and Chinese and held by 415 WorldCat member libraries worldwide

Every industry has had outliers that deliver superior performance over the long run, despite facing the same constraints as competitors. Drawing on Deloitte's insights of almost 25,000 companies spanning 45 years, the authors identified 394 companies that are true long-term standouts in every kind of industry--medical devices, trucking, semiconductors, even discount stores
The innovator's manifesto : deliberate disruption for transformational growth by Michael E Raynor( Book )

8 editions published in 2011 in English and held by 171 WorldCat member libraries worldwide

Argues that disruption theory, the belief that great breakthroughs are the fringe technologies that redefine their categories, is the only method for accurately predicting a company or product's success
The pavilion( Visual )

1 edition published in 2005 in English and held by 86 WorldCat member libraries worldwide

This taught drama takes place in South Carolina just after the Civil War. Frank Cassilis and Nothmore reunited after 6 years to protect an embezzler, who stole currency plates, and his daughter. They both develop feelings for Huddlestone's daughter. How far are these friends willing to go to get what they want
The waiting game( Visual )

4 editions published between 2000 and 2007 in English and held by 57 WorldCat member libraries worldwide

A group of friends wait on tables in New York as they wait for their big break in show business
Marktorientierte Innovation : geniale Produktideen für mehr Wachstum by Clayton M Christensen( Book )

1 edition published in 2004 in German and held by 54 WorldCat member libraries worldwide

A brother's kiss( Visual )

6 editions published between 1998 and 2004 in English and Spanish and held by 53 WorldCat member libraries worldwide

Two brother, Lex and younger Mick, are living in Harlem. Mick is a policeman, and Lex, who spent youth years in reformatory because of injustice after he confronted the cop who tried to sodomize Mick on the street, is living with his wife Debbie trying to make ends meet and failing. One day Lex calls Mick - he has a problem
Chuang xin zhe de jie da by Clayton M Christensen( Book )

4 editions published between 2003 and 2010 in Chinese and held by 53 WorldCat member libraries worldwide

Federal Hill( Visual )

3 editions published between 1994 and 2005 in English and held by 52 WorldCat member libraries worldwide

On the mean streets of Providence, Rhode Island, five friends struggle for a future in the Mob-infested neighborhood known as Federal Hill
Smiles by Richard Nano Corpolongo( Recording )

1 edition published in 1998 and held by 27 WorldCat member libraries worldwide

Ce lue de liang nan : wei shen me ming ming cheng gong zai wang, que yi shi bai zhong chang ? by Leinuo( Book )

1 edition published in 2008 in Chinese and held by 20 WorldCat member libraries worldwide

The three rules how exceptional companies think by Michael E Raynor( Recording )

4 editions published between 2013 and 2014 in English and held by 19 WorldCat member libraries worldwide

How do some companies achieve exceptional performance over the long term? Raynor and Ahmed put a carefully chosen representative sample of twenty-seven comapanies under the microscope to uncover what made the stand-out performers different. They found that exceptional companies, when faced with difficult decisions, follow three rules: Better before cheaper. They rarely compete on price. Revenue before cost. They drive profits through price and volume, not thrift. There are no other rules. Everything else is up for grabs, and they are willing to change anything to remain true to the first two rules
The three rules : how exceptional companies beat the odds by Michael E Raynor( )

3 editions published in 2013 in English and held by 16 WorldCat member libraries worldwide

Finally, an answer to the ultimate business question: How do some companies achieve exceptional performance over the long term?
La solución de los innovadores : cómo crear y mantener un entorno satisfactorio by Clayton M Christensen( )

4 editions published between 2004 and 2005 in Spanish and held by 15 WorldCat member libraries worldwide

Walkin' tuff! by Von Freeman( Recording )

1 edition published in 1989 and held by 11 WorldCat member libraries worldwide

Easy to love by April Aloisio( Recording )

1 edition published in 1998 in English and held by 10 WorldCat member libraries worldwide

Il dilemma dell'innovatore: la soluzione : creare e mantenere nel tempo business innovativi e di successo by Clayton M Christensen( Book )

2 editions published in 2004 in Italian and held by 8 WorldCat member libraries worldwide

Vonski speaks by Von Freeman( Recording )

1 edition published in 2009 and held by 7 WorldCat member libraries worldwide

 
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Audience Level
0
Audience Level
1
  Kids General Special  
Audience level: 0.30 (from 0.10 for The innova ... to 0.95 for Il dilemma ...)

Alternative Names
Michael E. Raynor Canadian writer

Raynor, M

Raynor, Michael

Рейнор, Майкл Е.

レイナー, マイケル

Languages
Covers
The strategy paradox : why committing to success leads to failure, and what to do about itThe innovator's manifesto : deliberate disruption for transformational growth