Summary of Jerk by Christopher Surdak , livre ebook

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6 pages

English

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Strategy consultant Christopher Surdak argues that disruptive companies have already figured out that information is replacing capital as the basis of wealth. Surdak calls this shift a “Jerk,” the physics term for “an extremely rapid change in condition – violent, uncontrolled and difficult to contain.” He covers some successful, disruptive Jerk companies, such as Uber and Airbnb, and lays out 12 tactics for your Jerk firm, such as using other people’s capital, turning customers into information-mining partners and creating your own virtual money. Surdak, winner of getAbstract’s 2014 International Book of the Year for Data Crush, is an engaging writer with a knack for relevant historical background, and his presentation is a lot of fun to read. getAbstract recommends his insights to CEOs, investors, strategists in mature industries and, especially, start-up entrepreneurs.

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Sujets

Entrepreneuriat

Business

Economics

Macroeconomics

Informations

Publié par	GetAbstract AG
Date de parution	12 juillet 2016
Nombre de lectures	0
EAN13	9798887270364
Langue	English

Informations légales : prix de location à la page 0,0250€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Management / Starting a Business
Industries / Technology Industry

Rating:8

Applicable

Take-Aways Successful start-ups inflict a disruptive “Jerk” on mature industries. Such business disruption is analogous to the physics concept of a “jerk”: a sudden shift in conditions. Because of the Internet, a start-up can cause a jerk without raising lots of capital. In the new digital economy, information, not capital, is the basis of “wealth and power.” Established firms supply capital, while upstart Jerk companies, such as Uber, focus on providing what customers actually want. Capital-oriented firms use economies of scale and scope to fulfill common needs. Jerk companies reverse scale and scope to meet individual needs. Traditional companies work hard to avoid mistakes; Jerks use failures and mistakes to learn. Established firms can ward off Jerks by deploying capital advantage in new ways. Jerks treat customers as partners who help generate information that benefits both parties.

Recommendation
Strategy consultant Christopher Surdak argues that disruptive companies have already figured out that information is replacing capital as the basis of wealth. Surdak calls this shift a “Jerk,” the physics term for “an extremely rapid change in condition – violent, uncontrolled and difficult to contain.” He covers some successful, disruptive Jerk companies, such as Uber and Airbnb, and lays out 12 tactics for your Jerk firm, such as using other people’s capital, turning customers into information-mining partners and creating your own virtual money. Surdak, winner of getAbstract ’s 2014 International Book of the Year for Data Crush , is an engaging writer with a knack for relevant historical background, and his presentation is a lot of fun to read. getAbstract recommends his insights to CEOs, investors, strategists in mature industries and, especially, start-up entrepreneurs.