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Zusammenfassung von Scaling Up Excellence

Name: Scaling Up Excellence
Rating: 4.2 (50 reviews)
Author: Robert I. Sutton and Huggy Rao

Robert I. Sutton and Huggy Rao

Getting to More Without Settling for Less

4.2 (50 Bewertungen)

19 Min.

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Scaling Up Excellence by Robert I. Sutton and Huggy Rao is a practical guide on how to scale up success within organizations. It provides actionable strategies for leaders to embrace and spread excellence throughout their teams.

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What’s in it for me? Find out how to spread best practices in your company or organization.

Why can’t all the stores in a city be as popular among customers as the ones in the city center? Why can’t all the research units in a university top the league tables? Why can’t your favorite football team play as well as the one from the neighboring city?

If those questions have ever crossed your mind, you’re probably interested in finding out how you can replicate something excellent in another place and with other people. Because we all want more of the good stuff, right?

In Scaling Up Excellence, co-authors Sutton and Rao help readers understand the challenges involved in spreading outstanding practices and behavior. The book is not only packed with the latest research and a range of examples but also provides you with practical advice for your individual scaling challenge.

In this book, you’ll find out:

why military knowledge is essential to spread best practices,
how knowing about Buddhism and Catholicism can help you to better scale up,
how disruptive employees can start to outperform all other employees, and
how watermelons saved the lives of university students.

You need it: scaling is essential to the success of organizations.

Scaling is one of the major challenges that every leader or executive in a successful organization faces. Scaling refers to the practice of spreading the excellent performance that always exists somewhere in the organization to more people and more places.

That’s why scaling is also called the “problem of more.”

But creating more commendable behavior looks very different in each different organization. For instance, scaling can mean growing a technology start-up from twenty to forty employees, opening a new burger store in another country, or reducing treatment errors in hospitals.

Moreover, scaling not only requires replicating best practices but improving performance along the way. In other words, the “problem of more” is also a “problem of better.”

Scaling requires the drive to keep innovating, change organizational behaviors and structures, and find better strategies of delivering your product or service.

Take the Bridgewater International Academies, a chain of elementary schools in developing countries. It scaled up from one school in 2009 to over 210 today. During its scaling process, the leadership team not only focused on growing the organization but also on improving their practices.

For instance, they’re currently working on a new initiative that equips teachers with customized content to work better with students who have different abilities.

Scaling is an important yet tricky organizational challenge. And while there’s no easy recipe for effective scaling, if we look at successful examples, we can glean some fundamental principles and strategies for success.

In for the long haul: building persistence is more essential than quick wins.

So, you want to spread excellent behavior in your firm? Before you start any kind of scaling effort, put your running shoes on – and you’re not just going for a sprint! Scaling is like running a marathon, so be prepared for a long, strenuous journey before feeling the satisfaction of finishing the race.

When setting out to improve your organization’s performance, you need endurance to overcome unforeseen setbacks and nasty roadblocks.

The tricky continuum: navigating between standardization and local variation.

Now that you’ve decided you’re in it for the long term, it’s time to learn about one of the most important trade-offs on your scaling endeavor.

When trying to spread outstanding performance, you’ll most likely navigate between two poles.

A twofold approach: changing beliefs versus changing behavior.

Imagine you’re at the beginning of your scaling endeavor. Where exactly will you start?

Your first step is communicating the scaling effort in a way that motivates your organization to want to scale. There are two ways to go about this message: either you target people’s beliefs or their behavior.

Concentrate on reduced complexity: it will help free up space for excellence.

So you’ve taken the first few steps in your scaling journey. Now what?

As your scaling effort grows, you’ll need to bring in more people, more organizational layers and more resources to keep it growing. However, one of the main pitfalls of scaling up is adding too much complexity before it’s necessary.

People matter: foster accountability among excellent people.

Involving the right people in your scaling effort is critical to its success.

But you don’t only need excellent people with the right skills and training, you also need people who are accountable and act in the company’s interests at all times. The difficulty is to find people with both excellent skills and accountability.

The power of connections: building relationships between people spreads excellence.

What’s even better than having excellent and accountable people who spread exemplary behavior throughout your organization?

Deep connections between as many of them as possible: the power of spreading good behavior lies, not only in people, but in numbers. In other words, diversity will help spread good behaviors more reliably than anything else.

Beware of the bad: clear out negative practices before spreading good ones.

One of the biggest threats to your scaling effort is bad behavior: it is extremely contagious and can cancel out the benefits or even destroy excellent behavior.

Many of us have lived through it before: we’ve worked in a team where one member undermined the entire group’s performance by lying or taking credit for others’ performance.

Envision: time travel from the future

There’s just one last piece of the puzzle necessary for completing a successful scaling approach.

Namely, positioning yourself in the future and imagining that your scaling initiative has already been completed. Experts call this technique performing a project premortem.

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Worum geht es in Scaling Up Excellence?

Scaling Up Excellence is the first major business publication that deals with how leaders can effectively spread exemplary practices in their organization. Readers can expect to learn about the latest research in the organizational behavior field, lots of instructive industry case studies, and many helpful practices, strategies and principles for scaling up.

The authors help leaders and managers understand major scaling challenges and show how to identify excellent niches, spread them and cultivate the right mindset within their organizations. They also set out scaling principles that guide leaders in their daily decisions.

Bestes Zitat aus Scaling Up Excellence

To spread excellence, you need to have some excellence to spread.

—Robert I. Sutton and Huggy Rao

Wer Scaling Up Excellence lesen sollte

Leaders and managers seeking to improve the performance of their organization
Anyone who wants to know how to spread best practices in an organization
Anyone interested in cutting-edge organizational research

Über den Autor

Huggy Rao is a professor of organizational behavior at Stanford University. He has published the book Market Rebels: How Activists Make or Break Radical Innovation. Robert I. Sutton is a professor of management science and engineering at Stanford University. Among his books are Good Boss, Bad Boss and The No Asshole Rule (also available in blinks).

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