Bill Taylor is a writer, a speaker, and entrepreneur who has shaped the global conversation about the best ways to compete, innovate, and succeed. As a cofounder and founding editor of Fast Company, Bill launched a magazine that won countless awards, and earned a passionate following among executives and entrepreneurs around the world. His previous book (with Polly LaBarre), Mavericks at Work: Why the Most Original Minds in Business Win, was a New York Times and Wall Street Journal bestseller, and was named a "Business Book of the Year" by The Economist and the Financial Times.
Bill's just-published book, Practically Radical, is already a Wall Street Journal bestseller. Bestselling author Daniel H. Pink calls Practically Radical "the most powerful and instructive change manual you'll ever read." Anne Mulcahy, former chairman and CEO of Xerox, calls it "a handbook for successful transformation and a great tutorial for implementing your change agenda." Arianna Huffington says: "The ideas are fresh, the advice is stuff you can actually use, and the results will be tangible."
Bill writes a popular management blog for Harvard Business Review. He is an adjunct lecturer at Babson College and the co-author of three other books on strategy, leadership, and innovation. A graduate of Princeton University and the MIT Sloan School of Management, Bill lives in Wellesley, Massachusetts with his wife and two daughters.
Not long ago, I was in the audience at a symposium organized by the leaders of the Henry Ford Health System, a $4-billion-a-year health-and-hospital company based in Detroit. The organization's leaders had called the symposium to explain to local executives why they were making the biggest strategic bet in the system's history since its founding by Henry Ford himself back in 1915.
Many observers thought the hospital was taking too big a risk, that its strategy was too radical. But Robert Riney, COO of the organization, turned those worries on their head. "It's not radical to 'go radical,'" he told the wide-eyed group. "It's logical to go radical. How can you look at the situation in our industry and say the answer is to make incremental change?"
What was the bold move on people's minds? The organization's decision to build one of the most remarkable healthcare facilities that I (or anyone) has ever seen, the Henry Ford West Bloomfield Hospital in West Bloomfield, Michigan. The $360-million facility, roughly 23 miles northwest of the original Henry Ford Hospital, is a one-of-a-kind innovation that reimagines the sense of what's possible in its field.