Leadership, purpose, culture: success paths and inspiration from 20 disruptive entrepreneurs

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Headings…
Leadership, purpose, culture: success paths and inspiration from 20 disrupt
I. Company leadership
II. Business thinking
III. Corporate culture
IV. Brand building
V. Social purpose
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Valuable insights into entrepreneurship and leadership are offered in the compelling book, Thank You for Disrupting: The Disruptive Business Philosophies of The World’s Great Entrepreneurs, by Jean-Marie Dru. The book captures their business contributions and innovation philosophies in 20 chapters, ranging from Steve Jobs and Marc Benioff to Zhang Ruimin and Oprah Winfrey.
Jean-Marie Dru is Chairman of advertising giant TBWA Agency Network, and author of The Ways to New: 15 Paths to Disruptive Innovation (see my book review here).
Innovative firms have a strong sense of purpose and a cohesive culture that is keenly aware of their time; this is translated into their brands.
Here are my key takeaways from the 240-page book with respect to innovation insights, divided into sections reflecting the structure of the book: leadership, business thinking, organisational culture, brand building, and social purpose.
Jean-Marie explains that Apple has created a leading ecosystem of products and platforms, and opened up a new era of design with digital products that are objects of desire.
The company is structured with over 2,000 autonomous units, each operating as a small business with a startup-like culture for coming up with ideas.
Beijing and Shenzhen are now major global innovation hubs, and China is a world leader in new patents, Jean-Marie observes.
However, Jean-Marie points out some examples of companies and innovation that do not fit this bottom-up theory, such as Apple’s i-Phone and Elon Musk’s Tesla.
Jean-Marie offers a number of lessons from entrepreneurs such as Jedidiah Yueh, author of Disrupt or Die: What the World Needs to Learn from Silicon Valley to Survive the Digital Era. Entrepreneurs should identify unanswered needs, points of friction, market gaps, and new insights.
As the world’s biggest advertiser, the company is regarded as the ‘business school’ for brand managers, though Jean-Marie observes that it has faced some structural problems as well

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