The most effective leaders influence by example and rarely have to exercise their authority, says Jules Goddard

We are conditioned to be led by others, says Jules Goddard. That's dangerous. We should learn independence.

Businesses need to create a commercial culture in which capital is more patient, work is more multiform and entrepreneurship is more mainstream, says Jules Goddard

Think courageous. Be courageous. Jules Goddard explains how

It's time for braver accounting, say Jules Goddard and Philip Whiteley

Vlatka Hlupic , Jules Goddard and Philip Whiteley imagine a world without formal leadership roles and examine leadership ft for the 21st century

As people want and need far more from their work than earlier generations, Jules Goddard explores the growing need for corporations to be reincarnated as moral communities

The prevailing managerial bias towards cost efficiency is seriously harmful to corporate performance. Jules Goddard reveals management's fatal bias

Business Strategy ReviewVolume 24, Issue 4 p. 7-7 ORIGINAL ARTICLES WHY SOME COMPANIES CONSISTENTLY OUTPERFORM THEIR RIVALS Jules Goddard, Jules Goddard jgoddard@dial.pipex.com Authors of Uncommon Sense, Common Nonsense, published by Profile. It was shortlisted for 2013's CMI Management Book of the YearSearch for more papers by this authorTony Eccles, Tony Eccles tonyjeccles@gmail.com Authors of Uncommon Sense, Common Nonsense, published by Profile. It was shortlisted for 2013's CMI Management Book of the YearSearch for more papers by this author Jules Goddard, Jules Goddard jgoddard@dial.pipex.com Authors of Uncommon Sense, Common Nonsense, published by Profile. It was shortlisted for 2013's CMI Management Book of the YearSearch for more papers by this authorTony Eccles, Tony Eccles tonyjeccles@gmail.com Authors of Uncommon Sense, Common Nonsense, published by Profile. It was shortlisted for 2013's CMI Management Book of the YearSearch for more papers by this author First published: 06 December 2013 https://doi.org/10.1111/j.1467-8616.2013.00984.xCitations: 1AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume24, Issue4Winter 2013Pages 7-7 RelatedInformation

What enables some companies to be consistently and resolutely different? Although leadership, culture and core competencies can play key roles, the authors argue that a company's beliefs are often the most critical source of differentiation. Peter Drucker's "theory of the business" focuses on the underlying beliefs held by the organization's leaders about what the business does. Although many recognize that beliefs form a platform for actions and capabilities, it's less clear how managers can apply this insight. Drawing on examples from companies including Ikea, Metro International, Rolls-Royce and Thomson Reuters, the authors try to show how managers can generate distinctive belief systems - their uncommon sense - and translate them into action. The authors argue that most strategy making begins in the wrong place. Many companies rely on frameworks and models from the strategist's toolbox, including industry analysis, market segmentation, benchmarking and outsourcing. As a result, they short-circuit the real work of strategy and miss out on finding new insights into the preferences or behaviors of current or potential customers. Few companies develop original strategies by formulating hypotheses and then testing them in a competitive setting. Within a given industry, companies tend to share many of the same beliefs and assumptions. However, it is the distinctive beliefs, the authors argue - not the shared ones - that account for a company's success or failure. They present a framework designed to help companies generate ideas for enhancing their distinctiveness and testing the ideas in an organized fashion. In their view, however, becoming distinctive isn't just about coming up with novel beliefs and enlarging the size of one's domain. It's also about undermining the competitive positions of competitors. The framework is based on four strategic steps: (1) discovering new truths that customers and employees value, (2) discarding old truths that are no longer valid, (3) marooning competitors within an outdated way of working, and (4) neutralizing the distinctive beliefs of your most dangerous competitors.

Common sense can help a company plod along. But, by developing a distinctive belief system (that is, uncommon sense), companies can soar past their competitors. Jules Goddard, Julian Birkinshaw and Tony Eccles explain their approach.

There is a clamour for more and more regulation of the financial services industry so as to avoid another economic meltdown. The goal is admirable, perhaps, but Tony Eccles and Jules Goddard say that too much regulating can create problems of its own — worse problems.

Experimenting with management techniques sounds dangerous. Could something explode? Or, perhaps worse, implode?Jules Goddard assures us that trying new methods of management is the only way for businesses to thrive in the future.

If you think that cost cutting is the surest way to business success, Jules Goddard wants to challenge every assumption you hold. Costs are an outcome of a sound strategy, he argues, never the goal of a strategy. Here, he offers a new perspective on what counts when it comes to costs.

Por modelo de gestion se entiende el conjunto de decisiones tomadas por los altos directivos de una empresa referentes al modo en el que se definen los objetivos, se motiva el esfuerzo, se coordinan las actividades y se asignan recursos. Dicho de otra manera, como se define el trabajo de gestion. Algunas empresas, inspiradas por cambios en las expectativas de sus profesionales, por nuevas capacidades tecnologicas o por las ofertas de los nuevos competidores, estan descubriendo que un modelo de gestion diferenciado puede ser en si mismo un elemento clave que impulse la competitividad.

One could argue that "what business are we really in" is the most important question a leader can ask about his company. But perhaps right up there with the classic Peter Drucker interrogatory is this one: What is your business model?So argue the authors, who correctly point out that firms searching for forms of competitive advantage - sources of distinctiveness that are enduring, hard to copy and valuable in the marketplace - should take a look at their management model. That is, they should examine the choices made by the top executives in how they define objectives, motivate efforts, coordinate activities and allocate resources. How they define the work of management, in other words.Not only do the authors provide a framework for this discussion - dividing companies' business models into four possible choices - but they supply a list of questions leaders can ask to determine which management model may be right for their company.Clearly, when it comes to management models, one size does not fit all. And it is equally obvious that even similar-size companies in the same industry may choose differing models, depending on their own particular circumstances.While the model they choose is of extreme importance, so, too, is the process they follow - and the thinking they use - to select it.

A diferencia del modelo de negocio, que determina como gana dinero una empresa, el modelo de gestion define el trabajo directivo en la organizacion. ?Cual es su modelo de gestion? es la segunda pregunta mas importante que se le puede formular a un directivo, despues de averiguar cual es el negocio de la compania. Como resultado de una investigacion exhaustiva, los autores identificaron cuatro modelos principales de gestion, diferenciados por el grado de control que se ejerce sobre los medios y / o sobre los fines, y que denominan: de planificacion, de busqueda, cientifico y de descubrimiento. Al describirlos, orientan al lector sobre el tipo de empresas y de circunstancias para las cuales podrian resultar, respectivamente, utiles, si bien aclaran que su intencion es otra: invitar a los ejecutivos a confrontar sus presunciones ocultas sobre la forma en que la gestion debe llevarse a cabo.

While leadership dominates the attention of many, it is management that drives the work at hand. Julian Birkinshaw and Jules Goddard suggest that you reconsider the management model you practice daily to see if it's really working inside your company.

Can a case to be made for managers to become less risk‐averse or even act in a manner contrary to conventional wisdom?Jules Goddard and Tony Eccles suggest that may be the best strategy during economic turmoil.