By David Willden
I love to read and analyze. I suspect you may be the same way. I define “strategy” as the “how” you plan to achieve a goal. My definition is broad and motivates me to constantly want to understand the best magic or path to getting great things done.
Below are a number of books by topic of books I have read or plan to read. If you have others you would like to recommend, please add your comments at the end of the article and let me know. Strategy Store
Books By Topic
Featured Strategy Books
Decide and Deliver
In Decide and Deliver, the authors draw on Bain & Company’s extensive research to present a five-step process for improving your firm’s decision effectiveness.
Too often, decisions that turn out wrong. Decisions that people sabotage or don’t know how to implement. If your company’s experiencing these problems, it’s not alone. Most organizations don’t know how to make and execute good decisions. And they’re paying a high price–as profitability and competitiveness erode. It doesn’t have to be this way.
The Essential Advantage
In The Essential Advantage, Booz & Company’s Cesare Mainardi and Paul Leinwand maintain that success in any market accrues to firms with coherence: a tight match between their strategic direction and the capabilities that make them unique. Achieving this clarity takes a sharpness of focus that only exceptional companies have mastered. This book helps you identify your firm’s blend of strategic direction and distinctive capabilities that give it the “right to win” in its chosen markets.
The Boston Consulting Group on Strategy
For more than forty years, The Boston Consulting Group has been shaping strategic thinking in business. The Boston Consulting Group on Strategy offers a broad and up-to-date selection of the firm’s best ideas on strategy with fresh ideas, insights, and practical lessons for managers, executives, and entrepreneurs in every industry.
Seeing What’s Next
Every day, individuals take action based on how they believe innovation will change industries. Yet these beliefs are largely based on guesswork and incomplete data, and lead to costly errors in judgment. Renowned innovation expert Clayton M. Christensen and his research partners Scott D. Anthony and Erik A. Roth present a groundbreaking framework for predicting outcomes in the evolution of any industry. Seeing What’s Next offers a practical, three-part model that helps decision-makers spot the signals of industry change, determine the outcome of competitive battles, and assess whether a firm’s actions will ensure or threaten future success. Through in-depth case studies of industries from aviation to health care, the authors illustrate the predictive power of innovation theory in action.
Cut Costs, Grow Stronger
Cut Costs, Grow Stronger provides executives with the tools they need to rapidly implement capabilities-driven cost reduction. First identify and clearly articulate your company’s key capabilities–not just core competencies or skill sets, but those very few strengths that, in combination, define how your organization competes. Then use this information to create your company’s unique blueprint for effective and efficient cost reduction.
Michael E. Porter’s Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity — like all great breakthroughs — Porter’s analysis of industries captures the complexity of industry competition in five underlying forces. More than a million managers in both large and small companies, investment analysts, consultants, students, and scholars throughout the world have internalized Porter’s ideas and applied them to assess industries, understand competitors,, and choose competitive positions. The ideas in the book address the underlying fundamentals of competition in a way that is independent of the specifics of the ways companies go about competing.
The Strategy Focused Organization
In today’s business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes-top-down, financially driven, and tactical-that were designed to run yesterday’s organizations.
Kaplan and Norton introduce a new approach to managing a business that makes strategy a continuous process owned by everyone, not just top management. Draws from more than 20 in-depth case studies of major companies, the
Market Driven Strategy
George S. Day’s Market Driven Strategy first defined what it means to be “market- driven.” This seminal work is a vital resource for a generation of managers struggling to align their organizations to volatile markets. Day makes a compelling case for first creating superior customer value, without which there can be no share-holder value. He presents a proven market-driven approach to formulating and implementing competitive strategy at the business-unit level — “in the trenches” — based upon materials that have been empirically tested and critiqued in more than 200 internal executive programs and strategic planning sessions at such companies as U.S. West, General Motors, Marriott, Kodak, and General Electric.