Unexpected factors can cause a business or project plan to be tossed out the window in the blink of an eye. If you are a Board member, a CEO, a top or mid-level executive, a startup entrepreneur or just a person with a big dream, what do you do when your plans go awry? How can you make a difference in what you do? Why is a different approach vital to success in this fast, ever-changing, volatile world? How can you stay on course to achieve your long-term vision?
Azran Osman-Rani’s 30 Days of Curiosity and 30 Years of Purposefulness strategy is a fresh and unorthodox take on creating an entrepreneurial culture that can transform how businesses operate. Highly engrossing and thought-provoking, this book is a must read for all who want to break organizational norms.
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Nothing Goes According to Plan
Disrupting the Status Quo with Curiosity
Leading with Purposefulness: The 30-Year Dent in the Universe
Structuring New Ventures: Bet on the Team, not the Business Plan
Hiring for Curiosity and Purposefulness
30-Day Sprints: High-Speed Communications
Performance Management Based on Curiosity and Purpose
Structured Peer Groups and Coaching as Powerful Curiosity and Purpose Mirrors
Running Board Meetings with Curiosity and Purpose
The Science of Curiosity and Purpose
Conclusion: Embrace Curiosity and Purpose
Founder, Catcha Group
Azran and I have the same entrepreneurial zeal to disrupt incumbents by out-innovating them, then implementing our ideas with speed, agility and resilience.
Azran is one stubborn guy. The insatiable curiosity and dogged determination captured here exemplifies the AirAsia credo of never taking no for an answer.
Senior Partner, McKinsey & Company
You can take the man out of the firm, but you cannot take the firm out of the man! It's been over 15 years since Azran left McKinsey, and he's still creating frameworks and structure to make sense of entrepreneurial creativity and disruptive innovation - to enable more people to learn and apply them.
Nadiah Tan Abdullah
Chief HR Officer, S P Setia
Having worked with Azran to scale the AirAsia X organisation and culture, I've found these principles equally effective in large, established corporates when we harness the power of high-speed agility, resilience to bounce back from setbacks, and bringing out deep motivations of each team member.
MD, Nomura Asset Management.
I did not expect to read such bold and spot-on management concepts coming from what I had perceived as a corporate guy. A breath of fresh air that resonated with what I picked up from my Singularity University Executive Program.