Imagine It Forward

No items found.

by Beth Comstock & Tahl Raz

An inspiring and practical guide to conquering change in the face of uncertainty from one of today's most prominent innovators.

According to Beth Comstock, former Vice Chair and director of marketing and innovation at GE, the world will never be slower than it is currently. However, dealing with constant change is difficult. Challengers take customers from companies, forcing personnel to go forward without knowing the answers. To succeed in today's environment, we must all make change a part of our daily routine.

In Imagine It Forward, Comstock shares insights from a thirty-year career as the change-maker in chief, navigating the space between the established and the untested, in a transparent and deeply personal account. She challenged a global business to not wait for perfection, but to notice patterns, take smart risks, and test new ideas more often as the woman who began GE's digital and clean-energy transitions, as well as its FastWorks approach. She demonstrates how everyone of us can—and must—become a "change maker."

“Ideas are rarely the problem,” writes Comstock. “What holds all of us back, really—is fear. It’s the attachment to the old, to ‘What We Know.’”

Change is difficult because it is riddled with tension, uncertainty, and failure. Being "change ready" takes the bravery to reject tradition, the tenacity to overcome doubts, and the foresight to recognise when to circumvent corporate gatekeepers in order to reimagine what is possible.

To unleash everyone's potential in the face of today's fast change, it takes an exceptional amount of problem-solving, cooperation, and forward-thinking leadership. Imagine It Forward expertly directs you in the right direction.

Our thoughts on Imagine It Forward

Our favourite quote from Imagine It Forward

Traditional business strategy too often does not bother to create a story or narrative about its actions for its employees and the world to gather around. For the strategy to become reality, people need to see themselves in the story and then take action to make the story happen.

Book Summary

Similar recommendations

Traditional business strategy too often does not bother to create a story or narrative about its actions for its employees and the world to gather around. For the strategy to become reality, people need to see themselves in the story and then take action to make the story happen.

— Beth Comstock & Tahl Raz, Imagine It Forward