This book is about how some `maverick' companies have used innovative strategies to connect with customers, counter competition, attract talent, and build a sense of ownership among their employees.

Maverick entrepreneurs have always caught our imagination. Be it Richard Branson, Herb Kelleher, Anita Roddick, Ricardo Semler or even the fictitious Howard Roark, we love to read about men and women who go against the conventional thinking and business practices of their time, pursue their personal vision, and successfully compete against stronger rivals.

Much has been written about these mavericks; some of their business strategies have become standard case study material in business schools across the world. Moreover, given that we are currently in an age of constant innovation and intense competition, there is no dearth of reading resources on innovative business practices or on the need to stand out from the crowd. So what makes another book on mavericks such as this one different from the rest?

For one, the authors, William C Taylor and Polly LaBarre, have condensed their years of reporting experience on innovative companies and business practices in this book. Taylor is the founding editor of the Fast Company magazine, while LaBarre has spent eight years as a senior editor of the magazine. The book has copious references and examples from companies that operate across business sectors, with varied cultures and leadership styles.

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