In the second third of the book, Vermeulen explores the silver lining in this cloud of bad corporate practices. Here, he offers two chapter-length Nigerian Email List cases of successful businesses: Netherlands-based citizen, a hotel chain founded in 2008 that cut construction and staffing costs by 40 percent each and boasts 95-plus percent occupancy rates, and U.K.-based consultancy Eden McCallum, which has built a client list of more than 300 corporations since 2000. But as the author describes it citizen carved out a market space for itself by creating a hotel. That caters specifically to young frequent business travelers and Eden McCallum cut. Its costs by hiring freelance consultants instead of full-time employees. Precisely what bad practices the companies eliminated are unclear.
Although the two cases may be a bit of a stretch. They do lead to the best part of Breaking Bad Habits Vermeulen’s “Ten
10 Principles for Winning the Game of Digital Disruption
Commandments” for identifying and eliminating bad practices. These include replacing your company’s benchmarking efforts with “reverse benchmarking” that is, looking at established gulf email list practices in your industry and asking what might happen if you stopped practicing them which is what Herb Kelleher and Southwest Airlines famously did when the airline eliminated the de rigueur airline meals. It turned out few travelers actually wanted them. Another of Vermeulen’s commandments is to pay close attention to the new companies and the distressed companies in your industry. They’re likely to be questioning established practices and thus may lead you to an opportunity for innovation. It’s not a coincidence that The Times (of London) downsized its paper after the Independent’s experiment proved out.
See also A Guide to Winning the Digital Disruption Game technological
In the final third of Breaking Bad Habits, Vermeulen roughly stitches together his advice for stimulating organizational innovation, though the connection of this advice to bad practices is tenuous at best. He reprises the 2010 Harvard Business Review article in which he and his coauthors made a strong case for creating organizational change whether there’s an explicit need for it or not, because corporate success is a quest without end. He argues in favor of doing hard things, because challenging tasks yield valuable organizational learning. And he advises leaders to cast their innovation nets as widely as they can to collect ideas, but to be highly selective in choosing which ideas to pursue and fund.