
In "Practically Radical," William C. Taylor reveals how to transform companies through "vuja de" thinking - seeing familiar situations with fresh eyes. Endorsed by Arianna Huffington as "the most powerful change manual you'll ever read," it teaches Henry Ford's secret: find breakthrough ideas in unexpected places.
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History shows that crisis breeds innovation. During the Great Depression, Russel Wright created the bestselling American Modern dinnerware. The Eames designed iconic furniture during 1940s material shortages. GM maintained Buick by promoting used cars during economic collapse. Microsoft and FedEx launched during recessions. The pattern is clear: while others retreat during downturns, visionaries advance. As James Surowiecki observed with Kellogg's Depression-era success, doubling down when competitors pull back creates lasting advantage. The real risk isn't "sinking the boat" with bold initiatives but "missing the boat" through excessive caution. Think about it - how many transformative companies were born during economic turmoil? The connection isn't coincidental. Constraints force creative thinking, and disrupted markets create openings for newcomers unburdened by outdated assumptions. When established players focus on survival, innovators can redefine entire industries. This explains why "Practically Radical" has become required reading in executive education programs at Harvard and Stanford - it provides both inspiration and practical frameworks for transformation during uncertainty. What if the greatest danger to your organization isn't taking too many risks, but taking too few? What if playing it safe is actually the riskiest strategy of all?
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