Cover image for It's not the big that eat the small-- it's the fast that eat the slow : how to use speed as a competitive tool in business
It's not the big that eat the small-- it's the fast that eat the slow : how to use speed as a competitive tool in business
Jennings, Jason.
Personal Author:
First edition.
Publication Information:
New York : HarperBusiness, [2001]

Physical Description:
vii, 262 pages ; 25 cm
General Note:
Includes index.
Added Author:
Format :


Call Number
Material Type
Home Location
Item Holds
HD30.28 .J46 2001 Adult Non-Fiction Central Closed Stacks

On Order



Why is AOL the most profitable new media company in the world, swallowing up one company after another and adding millions of new subscribers, while Prodigy and CompuServe are mere memories?

How did Hotmail vault from being a cool idea to being worth more than $400 million in the eyes of Microsoft in twenty-four months?

What transformed Charles Schwab from a company with four brokers trading stocks around a single table into the world's largest financial services firm?

Breakthrough consultants Jason Jennings and Laurence Haughton reveal how the planet's most successful companies surged to the forefront of their industries and always managed to stay one step ahead of the competition.

It's Not the Big That Eat the Small...It's the Fast That Eat the Slow contains all the secrets and tactics used by the fastest business people to achieve great success In their chosen fields -- at dizzying speed.

In this engaging and informative guide you will learn how to:

think FAST by anticipating and spotting trends make FAST decisions by applying rules and reassessing strategies get to market FAST by exploiting your advantages and institutionalizing innovation stay FAST by remaining flexible and keeping close to the customer

Jennings and Haughton traveled the globe and penetrated the world's fastest companies to witness the methods used by quick, dominant leaders in business ranging from retail sales to fast food, from financial services to communications. If you want to think quicker and faster all the information you need is here. You'll find lessons from the speediest international business and companies on how to become faster than anyone else in today's ever-changing business world.

Author Notes

Jason Jennings Was Born on May 31, 1956, in Negaunee, Michigan. He began his career as a radio and television reporter and was the youngest radio station group owner in the nation. His watershed work, It's Not the Big That Eat the Small - It's the Fast That Eat the Slow, was published in 2002. His works include, The Reinventors - How Extraordinary Companies Pursue Radical Continuous Change, was released on May 10, 2012. He and his family divide their time between Tiburon, California, and Timber Rock Shore, Michigan.

(Bowker Author Biography)

Reviews 2

Booklist Review

In last year's Faster: The Acceleration of Just About Everything, James Gleick challenged us to reconsider the increasingly prevalent notion that faster is better. In the world of business, though, the fear of getting left in the competitions' dust is always lurking, and here are two more books that warn us to pick up the pace. Jennings and Haughton are longtime California-based consultants. They select the "fastest companies in the world" from their international client base to illustrate 25 tactics to use to "think and move faster." The focus is on developing new products and services by being the first to spot trends and challenge assumptions and by creating an environment where "the best idea wins." Jennings and Haughton emphasize that companies must "blow off stifling bureaucratic structures," constantly reassess, and regularly "shuffle portfolios" by reassigning duties and responsibilities. They suggest strategies for bringing products to market before the competition and for "maintaining velocity." Examples come from Charles Schwab, Clear Channel Communications, AOL, Hotmail, Telepizza (Spain), and Lend Lease (Australia). Lemberg is an "executive coach" who publishes a newsletter called Extraordinary Results. He counsels personal transformation as a way to cope with the increasingly fast pace of change. Befitting Lemberg's theme, his book is a collection of short chapters with inspirational messages and self-awareness exercises that take little time to read. Each is meant to be a step in the transformation process. ("How do you get to the top of Mount Everest? One step at a time.") Lemberg leads the reader through establishing a positive mindset, setting down values, putting thoughts into words, and putting words into actions. --David Rouse

Publisher's Weekly Review

What do successful companies master that other ventures cannot? They are ready to face the 21st-century economy with an ability to adjust to change and a constant concern with providing first-rate customer service. To find these companies, the authors traveled around the world to learn these secrets from such winning firms as H&M clothing stores, Charles Schwab, Hotmail and Telepizza. Among the smart strategies are spotting trends, testing products and getting to market quickly. The authors offer lots of tips, interspersed with anecdotes about both successful and failing companies. While the information is excellent and the presentation clear, the content doesn't lend itself easily to audio. The authors are fond of lists, such as "10 steps" obviously, people listening while driving or commuting will have to replay these sections if they want to take notes. In spite of this drawback, entrepreneurs willing to put in the effort will get some practical help from this book. (June) (c) Copyright PWxyz, LLC. All rights reserved

Table of Contents

Prologuep. 1
I. Fast Thinkingp. 9
Anticipatep. 11
Spot Trendsp. 29
Put Every Idea Through the "Grinder"p. 43
The Best Idea Winsp. 59
II. Fast Decisionsp. 69
Rules for Fast Decisionsp. 71
Blow Out the Bureaucracyp. 85
Unbundle Everythingp. 93
Shuffle Portfoliosp. 99
Constantly Reassess Everythingp. 109
III. Get to Market Fasterp. 121
Launch a Crusadep. 123
Own and Exploit Your Competitive Advantagep. 137
Get Vendors and Suppliers to Move Fastp. 147
Stay Beneath the Radarp. 153
Keep It Simplep. 165
Institutionalize Innovationp. 173
Get Other Fast People on Your Sidep. 179
IV. Sustaining Speedp. 185
Prove the Mathp. 187
Be Ruthless with Resourcesp. 197
Use a Central Scoreboardp. 207
Stay Financially Flexiblep. 211
Use Narratives and Storiesp. 219
Play Your Own Gamep. 225
Don't B.S. Yourselfp. 229
Stay Close to the Customerp. 237
Adapt, Improvise, and Overcomep. 243
Epiloguep. 251
Indexp. 255