The 2,000 Percent Solution: Free Your Organization from "Stalled" Thinking to Achieve Exponential Success

The 2,000 Percent Solution: Free Your Organization from "Stalled" Thinking to Achieve Exponential Success

Organizations, like people, are creatures of habit. They tend to approach problems in predictable ways. This revolutionary book argues that such ingrained habits, which often masquerade as efficient procedures, actually "obstruct" growth.

"The 2,000 Percent Solution" introduces "stall busting," a process that shows you how to recognize typical stalls (like poor communications, disbelief, misconceptions, procrastination, tradition and bureaucracy) and how to overcome them.

Through unorthodox examples ranging from the sinking of the "Titanic" to sketches attributed to Leonardo da Vinci for a bicycle, "The 2,000 Percent Solution" redirects knee-jerk reactions onto more productive paths.

In addition, you'll learn about a new set of thought processes for designing and implementing solutions that will reap benefits 20 times greater or faster than the same tired "normal" solutions.

Packed with specific examples, advice and questions to help you improve your organization's process weaknesses, you'll learn how to go beyond today's best practices into the uncharted realm of what needs to be imagined and accomplished.

Since the first printing of this book in 1999, organizations all over the world have made "The 2,000 Percent Solution" a daily resource for overcoming the dual challenges of tough competitors and a difficult business environment. We are particularly pleased that the book has become popular in the rapidly growing and changing markets of China. Readers say the advice and examples are as timely today as when the book was first published. We look forward to hearing your comments and questions at mitchell@mitchellandco.com.

Donald Mitchell books:

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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