Praise for The Imperectionists

“An engaging collection of often novel and excellent advice for business leaders, which draws on the wisdom of long experience and on many memorable examples of decisions and their consequences. Imperfectionism is a powerful idea.”
— Professor Daniel Kahneman, Nobel Laureate

“McLean and Conn’s The Imperfectionists is a breath of fresh air among books on business strategy. They correctly take problem-solving as the most crucial skill in the strategist’s toolkit and explore six different ways of thinking about difficult uncertain situations. If your company is struggling with ‘strategies’ that are just three-year budgets, get this book as quickly as you can. It will open your mind to powerful ways of dealing with uncertainty and complexity.”
— Professor Richard Rumelt, author, Good Strategy Bad Strategy and The Crux

“The Imperfectionists is a must-read for global leaders who face complex problems which require risk-taking and a commitment to NOT being perfect. Charles and Rob’s real-life examples from global businesses and nonprofits provide critical insights into how leaders can turn today’s uncertainty from leadership paralysis to productive progress.”
— Jennifer Morris, CEO, The Nature Conservancy

“Business leaders and organizations measure risk on a daily basis and must be able to make decisions in the face of uncertainty. The willingness to be wrong, in the right places, is a powerful management tool that allows organizations to be proactive. Embracing a degree of failure while thinking long-term allows leaders to stray from the crowd and ultimately be more successful. In The Imperfectionists, Rob and Charles lay out a framework for staying front-footed and leading through uncertainty that is applicable to all corporate and nonprofit leaders.”
— James Gorman, CEO, Morgan Stanley

“In fast-changing times, nimble strategic mindsets are more important than conventional planning, which is quickly outmoded. Conn and McLean have captured the essence of risk and decision-making as I see it.”
— Eric Schmidt, Former CEO, Google

“The world changes too fast for complicated corporate strategies to make sense. The competition beats you to market by the time you have it worked out. The best way is to take small steps and learn by doing—this book gets it right.”
— Yvon Chouinard, Founder of Patagonia

“A great read for those tackling wildly ambitious projects. The book’s core message about the importance of an imperfectionist mindset and a high tolerance for ambiguity will reassure some and challenge others.”
— Professor Ngaire Woods, CBE, Founding Dean, Blavatnik School of Government, Oxford University

The world is changing faster and faster, with increasing uncertainty and threat of disruption in every business and nonprofit segment. Conventional approaches to strategy development and problem solving no longer work—there is no stable industry or market equilibrium structure that we will return to “when change abates.” Most company planning processes are fantasy; market conditions are changing too quickly for arm-chair strategizing to be useful. As a consequence, many management teams are stuck in a wait-and-see posture in response to extreme uncertainty in the post-Covid environment, while others are making panicky bets, including ‘leap before you look’ acquisitions.

In this sequel to their Amazon-bestseller, Bulletproof Problem Solving, Conn and McLean introduce a novel approach to strategic problem solving. Based on a decade of research and 30 new case studies, The Imperfectionists posits a dynamic approach to developing organizational direction under uncertainty based on harnessing six reinforcing strategic mindsets, which they call curiosity, dragonfly eye, occurrent behaviour, collective wisdom, imperfectionism, and show and tell.

Imperfectionists are curious, they look at problems from several perspectives, and gather new data and approaches, including from outside their current industry. They deliberately step into risk, proceeding through trial and error, utilizing nimble low consequence and reversible moves to deepen their understanding of the unfolding game being played, and to build capabilities. They accept ambiguity and some apparent failures in exchange for improved learning and market position. Imperfectionists succeed with dynamic, real time strategic problem solving, confidently moving forward while others wait for certainty, or make impetuous and foolish bets.

These strategic mindsets for solving tough problems in uncertain times help you fight decision biases and give you the data to develop informed strategies to win. In the fast changing world we all find ourselves in, being an imperfectionist is a critical advantage for you and your organization.