Business Genius

Is business an art or a science? We’re all aware of well planned failures like New Coke; and winners, such as the Sony Walkman, that bombed in research. You probably know a rich barrow boy and a hard up MBA. So in attempting to bottle Business Genius is Peter Fisk on a fool’s errand? While profitability does not always result from following business school theories, may I suggest some immutable rules of commercial success, namely positioning, a simple business model and differentiation? Ironically, in writing Business Genius, Fisk has broken all three.

The book is not clearly positioned, being neither academic nor pop business. It’s a Cook’s tour of the world of strategy without itself offering a simple conceptual map. And it’s certainly not different in providing descriptions of and prescriptions for business success accompanied by case studies.

Business Genius is based on the four ‘yin-yang fusions’. And Fisk proposes that by acting according to these fusions a leader will deliver “sustained, profitable growth and extraordinary results”. This proposition is supported not by research but a selection of real world examples where the reader is asked to believe genius-like behaviour is at play. The leaders are apparently managing one or more of the four fusions which, in case you are not familiar, are 1) right brain and left brain thinking 2) adopting radical ideas and practical action 3) looking future back and now forward and 4) working outside in and inside out. Fisk amplifies each fusion with three themes or ‘tracks’ and for every track there is a 14 point model. So that’s 168 keys (4 x 3 x 14) to being a Business Genius! We are told the genius adopts plenty of other business models too, some referenced most not, including classics like the Sears ‘people-service-profit chain’ (sic) and more obscure gems such as ‘disruptive and creative catalysts’.

Disappointingly we are not told whether the fusions are being deliberately steered by the case study companies or whether the author is simply post-rationalising. Neither is the ‘necessary and sufficient’ test applied at fusion or track level.

The book puts me in mind of the economist who, becoming impatient with his colleague, asked, “I know it works in practice, but will it work in theory?” Unfortunately, in the case of Business Genius, the answer is no.

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