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The Strategist: Be the Leader Your Business Needs [Versión Kindle]

Cynthia Montgomery

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Descripción del producto

Descripción del producto

Strategy is about identifying why your business matters, not just analysing the competition. Cynthia Montgomery reveals how leaders can embrace the crucial role of The Strategist to really define and drive the objectives and advantages to power their companies forward.

Based on her legendary strategy course, one of the most oversubscribed executive courses at Harvard Business School, Cynthia Montgomery offers a radically new perspective on a leader’s most vial role.

Montgomery’s course teaches seasoned executives, owners and CEOs a totally new way to understand how to lead with vision and values, a way that fuses leadership with strategy. She shows that strategy is not just a tool for outwitting the competition – it is the most powerful means a leader has for shaping a firm itself.

Montgomery takes the readers through the paces of her world-renowned course, teaching them how to develop the skills and sensibilities that living strategy and real leadership demand.

No other book marries strategy and leadership in the same way – a way readers will find challenging, intriguing, and ultimately, inspiring.


Detalles del producto

  • Formato: Versión Kindle
  • Tamaño del archivo: 886 KB
  • Longitud de impresión: 208
  • Números de página - ISBN de origen: 0062071017
  • Editor: HarperCollins Business (26 de abril de 2012)
  • Vendido por: Amazon Media EU S.à r.l.
  • Idioma: Inglés
  • ASIN: B006I1J50G
  • Texto a voz: Activado
  • X-Ray:
  • Clasificación en los más vendidos de Amazon: n°80.426 Pagados en Tienda Kindle (Ver el Top 100 de pago en Tienda Kindle)

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Amazon.com: 4.7 de un máximo de 5 estrellas  61 opiniones
25 de 26 personas piensan que la opinión es útil
5.0 de un máximo de 5 estrellas An Excellent Book That Distills Strategy to Its Essence 11 de mayo de 2012
Por pgwode - Publicado en Amazon.com
Formato:Tapa dura
"The Strategist" is an outstanding book that simplifies strategy to its essence and provides a simple yet powerful framework. Highly recommended. Detailed thoughts below:

-I first came across Professor Cynthia Montgomery's work in 2005 when I read "Competing on Resources", an influential Harvard Business Review article that married internally focused resource-based view of a firm with Michael Porter's Five-Forces externally focused framework.

-More recently, I heard more about her work from a friend who recently graduated from Harvard's Enterpreneur, Owner, President (EOP) program.

-The best thing about the book is that it distills strategy into a framework that is simple to understand but very rigorous nevertheless. According to the book, a good strategy entails the following:

1. DRIVEN FROM THE VERY TOP, and cannot be left to strategic planning departments or consultants. It is the fundamental job of the CEO to develop and implement strategy. Note the focus on implementation: Without effective implementation, strategy is nothing. As she says: "Many people believe that a strategist's primary job is thinking. It isn't. The number-one job is putting together an agenda and putting in place the organization to carry it out."

2. A COMPELLING PURPOSE, which tells you where a company will play, how it will play, and what it will accomplish. Without this, employees, customers, and investors alike remain confused about a company's mission, and work off of assumptions. As she asks, "If your company disappeared today, would the world be different tomorrow?" This is illustrated with a variety of examples from companies such as Four Seasons, Nike, and Google. What I like about this is that she is not dogmatic about the format or the length of the purpose; rather, she wants to make sure that the elements above are covered. (A good related article is "Can You Say What Your Strategy Is", a Harvard Business Review piece co-authored by David Collis, who was Professor Montgomery's collaborator on the aforementioned "Competing on Resources" article. [...])

3. A SYSTEM OF VALUE CREATION, comprised of mutually reinforcing parts - a system of resources and activities that work together and reinforce each other ("coordinated, internally consistent, and interlocking"). She presents the "Strategy Wheel" framework to develop this value creation system. What I liked about this was that the framework is not dogmatic and can be adapted to one's industry or firm quite easily. (A good related reading is "Good Strategy, Bad Strategy" by Richard Rumelt, which also focuses on a series of coordinated actions that must be implemented for an effective strategy. http://www.amazon.com/Good-Strategy-Bad-Difference-Matters/dp/0307886239)

-The book contains compelling case studies of Masco, a manufacturer of bathroom fixtures, that tried to get into furniture manufacturing (go figure) and Gucci's near-death experience and subsequent resurrection. These case studies are then tied back to the LEADER DRIVEN-COMPELLING PURPOSE-VALUE CREATION SYSTEM framework.

-As a bonus: at less than 200 pages, this book is an easy read.

I would highly recommend it.
20 de 22 personas piensan que la opinión es útil
3.0 de un máximo de 5 estrellas A Bit Disappointed 29 de noviembre de 2012
Por E. White - Publicado en Amazon.com
Formato:Tapa dura
I bought the audio version of this (from iTunes) after seeing an article Montgomery wrote in Inc magazine. I was expecting an insightful look of how to be a master strategist. Instead, what I got was essentially case studies of 3 businesses (Masco, Ikea, and Gucci). There were some valuable tips mixed in and the book is well written and skillfully presented, but most of the insights are the kind one would get in most business books (focus on value, make decisions based on data); good stuff and reminders and maybe there isn't much more to say. I was just expecting more so was disappointed. If you're new to business management type books, I think you'll be happy with it.

After finishing this, I was still interested to know more about strategy, and am happy to pass on I found an excellent book in Good Strategy Bad Strategy: The Difference and Why It Matters. The author can be slightly arrogant at times, but when he points out the generalized popular misunderstandings around strategy, it kind of makes sense.
20 de 23 personas piensan que la opinión es útil
5.0 de un máximo de 5 estrellas How and why to become a strategist "whose time at the helm could have a profound effect on the fortunes of your organization" 14 de mayo de 2012
Por Robert Morris - Publicado en Amazon.com
Formato:Tapa dura
Most of what I know (or at least think I know) about strategy I learned from only a few people: Sun Tzu, Peter Drucker, Michael Porter, Lawrence Hrebiniak, Henry Mintzberg, and Walter Kiechel. Almost immediately, Cynthia Montgomery informs her reader that she offers a "revisionist view of strategy," based on her experiences while teaching for five years in what she identifies as Harvard's Entrepreneur, Owner, President (EOP) program. (That isn't its real name but you can easily find out, if interested, by contacting cynthiamontgomerydotcom.) One of the objectives of this program is to prepare participants to "become a strategist "whose time at the helm could have a profound effect on the fortunes of [their] organization." By the time I finished reading the book, I had learned at least as much about strategy from Montgomery as I had from anyone else.

If I understand Montgomery's concept of a strategist (and I may not), it suggests - at least to me -- some similarity with a maritime pilot who comes aboard what is usually a huge ship and guides it safely to open water. Consider this brief excerpt: "The strategist is the one who must shepherd this ongoing process [of refining while implementing plan of action], who must stand watch, identify and weigh, decide and move, time and time again. The strategist is the one who must decline certain opportunities and pursue others...it is the strategist who bears the responsibility for setting a firm's course and making the choices day after day that continuously refine that course. Whereas the maritime pilot leaves the ship after guiding it for a time, the strategist remains on course. "That is why strategy and leadership must be reunited at the highest level of an organization. All leaders - not just those who are here tonight - must accept and own strategy at the heart of their responsibilities."

Each reader needs to consider carefully before responding to this key question: "Are you or do you aspire to become a strategist according to these terms and conditions?" If the answer is "no," then there is a responsibility to do anything and everything possible to help the strategist in the given organization. If the answer is "yes," Montgomery has written this book specifically for you. She cities several dozen real-world situations in which real people are struggles with real issues and, sometimes, amidst a real crisis. However the circumstances may be between and among those situations, there are recurrent themes and values that include:

o Regardless of their size or nature, all organizations need a great strategy that gives them a "difference that matters."
o Ensure that your organization's vision as well as its mission (i.e. higher purpose) reveal, indeed affirm its ultimate destination.
o Most small-to-mid-size companies focus on a narrow range of customers with idiosyncratic needs and build value creation systems that meet those needs.
o You cannot be everything to everyone. Know who you are and, as Oscar Wilde suggests, "be yourself. Everyone else is taken."

Before reading this book, I misunderstood to what its title refers. I assumed that Cynthia Montgomery would offer her ideas about how to think strategically and/or why a company needs a CSO (chief strategy officer) and/or how one type of business thinker (metaphorically, someone who thinks that strategies are "hammers" that drive tactics, viewed as nails). Well, what she offers is relevant to what I expected but exceeds my expectations. In essence, she defines organizational greatness in terms of a Great Leader fused with a Great Strategy. They are a single, living entity. One has no meaning or value without the other. Bionic in nature. Either become one or follow one. This is what Helen Keller may have had in mind when asserting, "Life is either a daring adventure or nothing."
8 de 9 personas piensan que la opinión es útil
5.0 de un máximo de 5 estrellas The Strategist, be the leader your business needs 2 de junio de 2012
Por Padraig O Ceidigh - Publicado en Amazon.com
Formato:Tapa dura
This is my first review. I attended HBS OPM course. Cynthia lead us on a deep, profound understanding of strategy in business and, for me, in life. This book supports and challenges you in creating uniqueness in business and life like no other book I have ever read. Go on, make a real difference - this book is your roadmap.
5 de 5 personas piensan que la opinión es útil
5.0 de un máximo de 5 estrellas A book on strategy and not microeconomics. 20 de octubre de 2012
Por Jose Ernesto Passos - Publicado en Amazon.com
Formato:Tapa dura|Compra verificada
Cynthia has a writing style that is very interesting, she presents her main concepts using real world stories with enough details for the reader to get involved and understand the point. What she addresses is closer to what a strategist like Bruce Henderson would discuss than Michael Porter. She is distilling the essence of being a strategist. Other authors like Michael Porter is closer to Joel Dean ( a microeconomist) , for he is more like a specialized theoretical microeconomics professor that detailed the ideas/concepts related to the behavior of firms in the economic arena.
Her book will help inspire professionals, business leaders to sharpen his/her ideas to develop his own strategies for their companies. For leaders trying to find their way out of a complex situation, it will bring a lot of value and clarity of thought.
Ir a Amazon.com para ver las 61 opiniones existentes 4.7 de un máximo de 5 estrellas

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