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New
- Sales Rank: #500765 in Books
- Published on: 2014
- Number of items: 2
- Binding: Hardcover
Most helpful customer reviews
1 of 1 people found the following review helpful.
Stories from a Serial Entrepreneur
By Jerry Sanchez
I liked this book, but didn't find it groundbreaking. Branson does offer insights into how he has managed to lead a well-respected, global, multi-company brand from scratch, certainly an impressive feat, but I felt the leadership lessons he preaches are the same ones that can be gained from other leadership books. This book is most valuable for those looking to learn more about Branson himself and the companies he has helped build. One of my all-time best travel experiences, hands down, was an Upper Class flight from SFO to Heathrow in 2012. The entire experience was quite remarkable and memorable, from the service on the plane to the hot shave I received at the revival lounge in Heathrow upon landing the next morning. It takes a certain leader and company culture to create such a memorable experience compared to the experience flying has become these days, with the exception of Virgin America. And although I know Virgin America has always been separate from the broader Virgin brand, I have always loved my experiences with VA and am quite sad to see it disappear into Alaska's brand.
In short, if you're interested in Branson and what has made him and his brand successful over the decades, this book is an interesting and informative walk through war stories from a successful businessman and serial entrepreneur. If you're interested in the leadership lessons this book can offer, I suggest you read solely the summary at the end and move on to the next book.
0 of 0 people found the following review helpful.
The Startup Master
By strategy+business
"The Virgin Way: Everything I Know about Leadership," by Richard Branson, falls into the “how to” category. Branson, recognizable for his majestic mane and ready smile, comes across as a sensible, thoughtful, and rather charming chap (albeit markedly less humble than George Bodenheimer). The self-made billionaire offers sound leadership advice, much of which jibes with Bodenheimer’s emphasis on the importance of listening, delegating, and nurturing teamwork and people-oriented corporate cultures. But Branson, a serial entrepreneur who has created lasting businesses in telecommunications, music, air travel, and financial services, appears to have learned more about organizational leadership through research (undertaken, I suspect, by an uncredited ghostwriter) than in the crucible of experience. That’s unfortunate, because the book is absorbing when Branson, one of the more interesting characters in modern business, draws lessons from his own successes and failures. Surprisingly, the preponderance of examples he cites are about others, many of whom may be overly familiar to business readers (do we really need to hear again about Steve Jobs’s Jekyll and Hyde personality?).
Although much of what Branson says about operational leadership feels secondhand — in fact, he admits to having had little day-to-day managerial experience — he has mastered the ins and outs of entrepreneurship. Thus, when he turns to his own considerable experience with business startups halfway through the book, the advice becomes compelling, credible, and useful. His chapter “Big Dogfights” vividly brings to life how entrepreneurs think and act, offering practical, strategic insights about reducing risk when entering established markets (two hints: take on lumbering Goliaths like British Air, and don’t waste dough on advertising).
Branson is candid about the reasons for his failures, including Virgin Cola (he failed to realize how hard it was to overcome Coca-Cola’s brand advantage) and Virgin Megastores (he didn’t anticipate the rapid rise of new media). He also draws useful lessons from near disasters (Goldman Sachs tried to rush Virgin into buying a bundle of subprime mortgages). From the latter, he concludes that “orchestrated procrastination” is often wiser than the “decisive” — read “instinctively impulsive” — leadership style so many entrepreneurs relish practicing.
Branson personifies a type of leadership that many corporate veterans might find hard to emulate. Soon after launching any new venture, he turns it over to someone else to run. By necessity, then, hiring the right talent is his first priority. Branson doesn’t look to employ administrators; instead, he wants everyone who works for him also to be entrepreneurial, while more skilled at management than he is. His troops are granted great leeway to run their businesses; they are free from restrictive controls, short-term profit targets, and rules in general (Branson’s mantra: “Change the policy — to no policy”). He writes of his people, “on occasions too numerous to recall, I have often paused to wonder just who was leading who on any particular project.” But he concludes that it didn’t matter even if he was the one being led, as long as the job was getting done. Branson also waxes eloquent on the subject of creating robust corporate cultures, which he likens to coral reefs: “They both take a long time to grow…and they are a fragile living entity that if abused can be destroyed very easily and quickly.”
Most readers know Branson thanks to one or another of the well-orchestrated stunts he has personally pulled to garner publicity for Virgin products, such as driving a Sherman tank into Times Square and pretending to fire away at Coke’s iconic sign. However, in these pages Branson reveals a side of his personality that is less well known (and more admirable): passionate advocacy of “social enterprises.” Although not himself a social entrepreneur, he has established centers in Jamaica and South Africa to support men and women in the developing world who want to start businesses that both create needed jobs and provide goods and services that foster community development. He encourages social enterprises in advanced economies as well, claiming there are 70,000 such organizations in the U.K. — a figure that, if overstated, is nonetheless indicative of a major global trend. Moreover, he argues that large, established corporations like his own need to hop on this new wave and engage in ethical “good business” practices. To that end, he boasts that Virgin is a founding organizer of “the B Team,” a consortium of prominent business leaders “in search of a Plan B for business that balances the pursuit of enterprise with the needs of societies and the environment.” Given his prodigious energy, he just might pull that off.
0 of 0 people found the following review helpful.
Richard Branson reminds you that he's a billionaire over and over again...
By Dave H.
About 200 pages in I set this book aside, rolled over on my back, and tried to catch my breath.
Yes, the man is a genius. Capable of creating any kind of business he wants. A hero of any entrepreneur, myself included.
But good GOLLY he likes to brag and brag and brag and brag. It's exhausting.
Okay, sure. The title of the Book is "The Virgin Way" and it's about Richard Branson's companies and what he knows about leadership. But instead of really focusing on some of those matters and using outside examples--which arguably, he does use a few--he'll just go on two-three page tirades about some business venture he and the gang did that was a huge success and lose track of the book's suggested purpose.
Okay, yes. Again... the book is "The Virgin Way." And his companies are successful. We get it. But how often do we need to read about him taking potential hires to Necker Island, his own private island, and how often do we need to read about him playfully calling his customer service reps just to WOW them that the billionaire owner is calling them? These aren't as much elements of leadership as they are a self-aware billionaire playboy using his status and wealth to shock and surprise his own people.
Mr. Branson, we want to read about failures. We want to read about hardships. We want to read about the tough stuff. Yes, you broke a lot of new ground and changed a lot of industries, but we want drama and excitement. Not boasting and nostalgic reminiscing. At least not 350 pages of it.
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