The Imperfectionists: Strategic Mindsets for Uncertain Times
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More About This Title The Imperfectionists: Strategic Mindsets for Uncertain Times
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Robert McLean, AM, is a Director Emeritus of McKinsey & Company, a Trustee of The Nature Conservancy in Australia and Asia, and a Director of the Paul Ramsay Foundation, Australia’s largest philanthropic foundation. He is the former Dean of the Australian Graduate School of Management. He was a Fulbright Scholar to the Columbia University Graduate School of Business.
Charles Conn is an investor, environmentalist, and entrepreneur. He is co-founder of Monograph.bio, a venture firm, and was previously CEO of the Rhodes Trust in Oxford. He is Board Chair of Patagonia and sits on The Nature Conservancy European Council. He was founding CEO of Ticketmaster-Citysearch, and was a partner at McKinsey & Company. He is a graduate of Harvard, Oxford and Boston Universities.
Charles Conn is an investor, environmentalist, and entrepreneur. He is co-founder of Monograph.bio, a venture firm, and was previously CEO of the Rhodes Trust in Oxford. He is Board Chair of Patagonia and sits on The Nature Conservancy European Council. He was founding CEO of Ticketmaster-Citysearch, and was a partner at McKinsey & Company. He is a graduate of Harvard, Oxford and Boston Universities.
English
Introduction: Becoming an Imperfectionist 1
Chapter 1: Ever Curious 21
Great questions precede brilliant answers
Chapter 2: Dragonfly Eye 39
Seeing the problem through multiple lenses
Chapter 3: Occurrent Behavior 59
Relentlessly experimenting
Chapter 4: Collective Intelligence 83
The smartest people aren’t in the room
Chapter 5: Imperfectionism 105
Stepping into risk
Chapter 6: Show and Tell 127
Storytelling to compel action
Chapter 7: Epilogue: All Strategies Are Wagers 145
Appendix: Bulletproof Problem Solving 159
Notes 163
Acknowledgments 175
About the Authors 179
Index 181
Chapter 1: Ever Curious 21
Great questions precede brilliant answers
Chapter 2: Dragonfly Eye 39
Seeing the problem through multiple lenses
Chapter 3: Occurrent Behavior 59
Relentlessly experimenting
Chapter 4: Collective Intelligence 83
The smartest people aren’t in the room
Chapter 5: Imperfectionism 105
Stepping into risk
Chapter 6: Show and Tell 127
Storytelling to compel action
Chapter 7: Epilogue: All Strategies Are Wagers 145
Appendix: Bulletproof Problem Solving 159
Notes 163
Acknowledgments 175
About the Authors 179
Index 181
