1965 2002 27 million 146x the market 113x the

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1965 – 2002 $2.7 million 14.6X the market 11.3X the industry Southwest Airlines 1967 – 2002 $12.0 million 63.4X the market 550.4X the industry Stryker 1977 – 2002 $5.3 million 28.0X the market 10.9X the industry
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Critical Question is NOT: What did the great companies share in common? Critical Question is: What did the great companies share in common that distinguished them from their direct comparisons? The Power of Contrast
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Amgen vs. Genentech Biomet vs. Kirschner Intel vs. AMD Microsoft vs. Apple Progressive vs. Safeco Southwest Airlines vs. PSA Stryker vs. USSC (U.S. Surgical Corporation) 10x Cases & Comparisons
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A Study In Contrasts
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Industry dynamics Founding roots Organization Leadership Culture Innovation Technology Risk Financial management Strategy Strategic change Speed Luck Data Categories
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Successful leaders are bold, risk-seeking visionaries Innovation distinguishes 10x companies Threat filled world favors the speedy Radical change on the outside requires radical change on the inside Great enterprises have a lot more good luck Entrenched Myths
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The best leaders are actually more disciplined, more empirical, and more paranoid. No evidence to support that 10x companies are more innovative than their comparisons. Successful leaders figure out when to go fast, and when not to. The 10x cases changed less in reaction to their changing environment than the comparisons. 10x companies do not have any more luck than their competitors. Contrary Findings
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Primary purpose of the book is to share the new concepts of this particular study, instead of dwelling on the well covered materials in previous books.
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