Provoke

About the Authors

Geoff Tuff is a principal at Deloitte, where he holds various leadership roles across its sustainability, innovation, and strategy practices. His work centers on helping clients transform their businesses to grow and compete in nontraditional ways. His vast experience and innovative approach make him a significant voice in the field of business transformation.

Steven Goldbach is also a principal at Deloitte and serves as the firm’s chief strategy officer in the U.S. partnership. He helps executives and their teams transform their organizations by making challenging and pragmatic strategy choices in the face of uncertainty. Goldbach's strategic acumen and ability to navigate complex business environments have earned him a reputation as a leading strategist.

Main Idea

Provoke: How Leaders Shape the Future by Overcoming Fatal Human Flaws by Geoff Tuff and Steven Goldbach explores a new method for seizing opportunities in the face of uncertainty. The authors argue that leaders often act tentatively in uncertain situations, and they provide tools to change this behavior. They emphasize the importance of proactive action to navigate uncertainty and shape the future. This book is particularly relevant for leaders and aspiring leaders in various fields where uncertainty is prevalent.

Table of Contents

1. Introduction
2. Part I: Predictable Patterns
3. Part II: Principles of Provocation
4. Conclusion

Introduction

The book begins with an analogy of rollercoasters to describe how people's relationship with uncertainty changes over time. As children, we may enjoy the thrill of rollercoasters, but as adults, many become more cautious, mirroring how leaders handle uncertainty in business. The authors argue that leaders need to embrace uncertainty and take decisive actions to provoke the future they desire.

Those Who Embrace the Ride

Leadership history is full of individuals who either embrace the ride or become immobilized by fear of pitfalls. In today's unpredictable environment, leaders must rise above cognitive biases that narrow their vision and hinder their ability to act. The best leaders plan and control their reactions, recognizing that action creates potential energy and positions them to capitalize on opportunities.

"These days, the conviction to act—especially in the absence of perfect data—is the only way to provoke the future you desire." - Geoff Tuff and Steven Goldbach

Part I: Predictable Patterns

Patterns from the Past

The authors discuss how leaders often follow predictable patterns when faced with anomalies:

• Miss the Trend: Leaders fail to see emerging trends because they filter data through their experiences.
• Deny the Trend: Some leaders deny trends by questioning and discrediting observations.
• (Over)Analyze the Trend: Others overanalyze, leading to paralysis by analysis and delayed action.
• Respond Meekly: In rare cases, leaders take action, but often it's too little, too late.

On the Importance of ‘If’ Versus ‘When’

Understanding the shift from "if" to "when" is crucial. The initial "if" phase is marked by uncertainty about whether a trend will occur. In the "when" phase, the trend has gathered momentum, and it’s only a question of when it will fully materialize. Leaders must adapt their responses accordingly to shape the trend and create a better future.

The Balanced Breakthrough Model

This model emphasizes that a balanced innovation has a higher chance of success. It must be: