Adrian J. Slywotzky


Born
New York City, The United States
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Adrian J. Slywotzky (born in 1951) is a consultant and author of several books on economic theory and management. Slywotzky graduated from Harvard College and holds a JD from Harvard Law School and an MBA from Harvard Business School. He has worked as a consultant since 1979 and is currently a partner at Oliver Wyman.
Slywotzky wrote several books on profitability and growth, namely the bestselling The Profit Zone'.' He is one of the most renowned consultants of the United States and was elected as one of the 25 best consultants in 2000 and 2008. He lives in Cambridge, Massachusetts.
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Average rating: 3.92 · 1,468 ratings · 121 reviews · 17 distinct worksSimilar authors
The Art of Profitability

3.99 avg rating — 722 ratings — published 2002 — 19 editions
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Demand: Creating What Peopl...

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3.95 avg rating — 221 ratings — published 2011 — 13 editions
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Value Migration: How to Thi...

4.09 avg rating — 128 ratings — published 1995
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The Profit Zone: How Strate...

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3.78 avg rating — 181 ratings — published 1997 — 10 editions
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How to Grow When Markets Don't

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3.49 avg rating — 69 ratings — published 2003 — 17 editions
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The Upside: The 7 Strategie...

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really liked it 4.00 avg rating — 47 ratings — published 2007 — 8 editions
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Demand: Cracking the Code o...

3.83 avg rating — 36 ratings — published 2011
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How Digital Is Your Business?

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3.72 avg rating — 29 ratings — published 2000 — 10 editions
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Profit Patterns : 30 Ways t...

3.53 avg rating — 19 ratings — published 1999
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Profit Patterns: A Field Guide

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3.60 avg rating — 5 ratings — published 2003
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“Lovallo and Kahneman offer a useful prescription to repair this cognitive bias: Get the data. Track down actual figures on launch failure rates for your company, your industry, other industries or projects similar to yours. The numbers will be fascinating – and sobering.”
Adrian J. Slywotzky, Demand: Creating What People Love Before They Know They Want It

“risky launches are. As if intoxicated by their own sense of self-confidence, they plunge ahead, often committing many of the same mistakes that have doomed countless launches before them. They end up adding to the dismal failure statistics.”
Adrian J. Slywotzky, Demand: Creating What People Love Before They Know They Want It

“If you gather a team of experienced leaders and ask them why past projects failed, the explanations flow readily: The project was bigger than we realised . . . we were too slow . . . our design was flawed . . . we were operating from faulty assumptions . . . the market changed . . . we had the wrong people . . . our technology didn’t work . . . our strategy was unclear . . . our costs were too high . . . our organisation sabotaged us . . . the competition was tougher than we thought . . . we reorganised ourselves to death . . . we fought among ourselves . . . our strategy was flawed . . . our strategy was good but our execution was lousy . . . we ran into unexpected bottlenecks . . . we misunderstood our customers . . . we were short on resources . . . the economics didn’t work . . . we got killed by internal politics . . .”
Adrian J. Slywotzky, Demand: Creating What People Love Before They Know They Want It



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