What do the superstars of modern business have in common? An ability to "flip"--to think counterintuitively and then act boldly, with no regard for "business as usual" conventions. one of the youngest and fastest-rising stars on the international consulting and speaking circuit, Peter Sheahan reveals how the world's most effective organizations and individuals distinguish themselves from the competition instead of running with the pack.

Sheahan explores six major flipsAction Creates Clarity--to move forward you must act in spite of ambiguity. Fast, Good, Cheap: Pick Three, Then Add Something Extra--the new standard in every industry. To develop competitive advantage, you must Absolutely, Positively Sweat the Small Stuff. Satisfy customers' needs for engagement and contact--it's not "just business"--Business Is Personal. To win mass-market success, be courageous, Find It on the Fringe, and separate yourself from the competitive herd. To Get Control, Give It Up--empower others to create, dream, and believe for you.

Stick to what you learned in business school at your peril. Today's small-world economy calls for a new way of doing business. It calls for Flip.

Placing emphasis on flexible, counter-intuitive decision-making, a pioneering young management guru calls for a brand new way of doing business in the current sticky economic conditions, where conventional wisdom fails. Why is Microsoft turning a blind eye to software piracy in China? Why has Toyota capped production of the best-selling Scion? Why did Rupert Murdoch risk $580 million on MySpace? "Business today requires new perspectives," argues Peter Sheahan, one of the youngest and fastest-rising international business consultants. In Flip he shows that to succeed in turbulent financial times, companies must distinguish themselves by finding a new way of doing business, one that systematically re-examines every single aspect of running a company. Flip reveals what the superstars of modern business have in common: an ability to "flip" - to think counter-intuitively and then act boldly, with no regard for business-as-usual conventions. The only rule: there are no rules. Those who heed Sheahan's proven advice will be well placed to join other "flipstars" including entrepreneurs Richard Branson and Rupert Murdoch, and such visionary companies as Google, Toyota and Apple. By learning to "flip" you can future-proof your organisation and your career while those who run with the pack and stick to the business school curriculum will find themselves perilously left behind. Presenting perennial wisdom in a fresh new way, Sheahan shows today's decision makers how to embrace change and successfully operate in a challenging economy that runs on new ideas.