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Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach |  |
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Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach | |
“In terms of business strategy books, one of my favourites this year was Your Strategy Needs a Strategy by Martin Reeves, Knut Haanaes and Janmejaya Sinha, HBR Press.” — The Irish Times
“Be bigger or faster? Blue Ocean Strategy or aggressive? ... But what strategy do YOU need? ... According to this framework, there are five approaches: be big, fast, first, the conductor or simply be viable. You just have to choose. At Business Digest, we could not miss this book in which three experts from BCG offer you to slow down the pace to choose the strategy that suits you better.” — Business Digest
“In depth explanations of each of these approaches will provide critical insights to help leaders match their approach to strategy to their environment, helping to determine when and how to execute each one, and avoid a potentially fatal mismatch.” — Consulting magazine
ADVANCE PRAISE for Your Strategy Needs a Strategy:
Ian C. Read, Chairman and CEO, Pfizer—
“Reeves, Haanæs, and Sinha’s ‘strategy palette’ deftly illustrates the core approaches that can lead to success within the complex world of global business. Clear and comprehensive, Your Strategy Needs a Strategy is a must-read for business leaders seeking a fresh take on strategy and implementation.”
Marco Airoldi, CEO, Benetton Group—
“Finally, a business book that does not oversimplify strategy, proposing the next recipe or tool that will solve everything. On the contrary, it rightly acknowledges the variety of different business contexts and provides a rigorous framework to navigate this complexity—and take advantage of it!”
Klaus Schwab, founder and Executive Chairman, World Economic Forum—
“The business world will be transformed in an unprecedented manner in the coming years, and this requires completely new strategic thinking. This book provides the conceptual tool for leaders who want to succeed in this new world.”
Ruimin Zhang, founder, Chairman, and CEO, Haier Group—
“Your Strategy Needs a Strategy provides a compelling and timely guide to strategy and execution. It explains how strategy is contingent on the environment and why, especially in unpredictable environments, some companies will need to delegate decision-making power and resource-allocation power to self-organizing teams and encourage everyone to create value for their users.”
Deepak Parekh, Chairman, HDFC—
“We finally have a book that can help CEOs and their top teams decide the right strategic approach for their companies in today’s volatile business environment. A must-read.”
网友对Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach的评论
The best strategy book I have after Michael Porter's books written in the 1980s. The beauty about this book is that it integrates many of the disparate strategic tools into cohesive strategic approaches. The gist is that your strategy should be based on deep understanding of the context in which you operate. All the strategy work of the past 30-40 years is organized in the best way I have ever seen. Gary Hamel has been preaching for years that our approach to strategy has to change and this book nails this issue the best. If I have to rank this book in history of strategy it will be thus:
1) Porter's books.
2) This book.
3) Disruptive innovation (by Christensen).
4) Blue Ocean strategy.
5) Bottom of the pyramid (Prahalad)
6) End of Competitive advantage (by McGrath) and
6) The book on Steve Jobs (by Issacson), to know about ecosystems.
The book is worth every page and every penny and more! As a strategist myself this book is a great user guide and the authors have done a great job!
This is an excellent book of Strategy
Porter's comment offers a valuable reminder, as does this one from Peter Drucker: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." The same is true of all other major business initiatives: to paraphrase an ancient proverb, "old wine in new bottles is still old wine." During an interview of Jon Katzenbach years ago, he confided that the most difficult challenge to change agents is to think differently about change. In another interview, Tom Kelley expressed a comparable thought when stressing the importance of thinking innovatively about innovation.
This is probably what Martin Reeves, Knut Haanaes, and Janmejava Sinha had in mind when observing that a leader "has a number of critical roles when matching strategic approaches to environments, keeping the resulting strategy collage dynamic, and catalyzing the execution of those approaches. From the CEOs we interviewed for this book, we heard that the toughest and most valuable challenge of all is managing the dynamic complexity inherent in large companies that requires multiple simultaneous or successive approaches to strategy."
These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of this book's coverage:
o Five Strategy Environments (Pages 6-7)
o Five Strategy Archetypes (7-14)
o Mars, Inc.: Winning Classically (25-27)
o The Classical Approach to Strategy: Core Idea (27-30)
o When to Apply a Classical Approach (32-33)
o Positioning Play at Huawei (38-39)
o Planning and Challenge at Mahindra (41-44)
o Planning with Discipline at Mylan (44-45)
o The Classical Approach in Practice: Implementation (47-54)
o The Adaptive Approach to Strategy: The Core Idea (60-63)
o Managing a Portfolio of Experiments (72-76)
o The Adaptive Approach to Strategy: Implementation (76-85)
o The Visionary Approach to Strategy: The Core Idea (89-93)
o The Visionary Approach to Strategy: Strategizing (97-101)
o The Visionary Approach in Practice: Implementation (104-110)
o The Shaping Approach to Strategy: Core Idea, and, When to Apply a Shaping Approach (115-123)
o The Renewal Approach to Strategy: Core Idea (143-148)
o The Renewal Approach in Practice: Strategizing (150-158)
o The Renewal Approach in Practice: Implementation (159-164)
o Ambidexterity: Core Idea (175-178)
o Four Approaches to Ambidexterity: Which Fits Your Canvas? (178-184)
o Key Leadership Roles in a Complex and Dynamic World (197-199)
o Animating the Collage: The Eight Roles of Leaders (199-209)
Obviously, no brief commentary can do full justice to the wealth of information, insights, and counsel that Martin Reeves, Knut Haanaes, and Janmejava Sinha provide in this volume. However, I hope I have at least indicated why I think so highly of the material, most of which (with appropriate modification) can be of incalculable value to leaders in almost any organization, whatever its size and nature may be.
Strategies can be viewed as "hammers" that drive tactics or "nails." In today's global marketplace within which change occurs faster and in greater number than at any prior time that I recall, business leaders need more than a toolkit. They need a giant hardware store and the skills that tools require. Strategies must help organizations to achieve their objectives. First, however, business leaders must identify those objectives with care. When doing so, I presume to suggest that that they keep in mind the aforementioned observation by Peter Drucker : "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."
I have read dozens of books on strategy and I wish I had started with this one! All others could be footnotes to Your Strategy Needs a Strategy.
Instead of touting any single approach as the panacea, Reeves and co present in a very clear way the different environments that require different strategic approaches. I have seen first hand the disasters that occur when there is a mismatch between a selected strategy and the environment that an organization operates in. Finally, this is a must-read guide to avoid that.
The depth of evidence presented and the practical focus on executing is impressive. So refreshing to read a strategy book that is not just rhetoric!
Strategy is alive and I find myself referring back to the ideas in the book often. Your Strategy Needs a Strategy has won a priority place on my shelf.
The title may appear strange but after a few pages the concept is crystal clear and one wonders why such an approach did not appear before. The idea is that there is no a priori strategy which is good for all and at each time but different structures and in different situations may require different strategies. The standard view instead is to propose a single ideology and try to show its presumed superiority in general. It reminds of medicine, for each problem you have to identify the appropriate cure. It also reminds of economic theory where such a change of perspective, from ideology to pragmatism, would be more than needed. The description is simple but sharp and full of interesting examples. Most important the authors try to adopt a scientific approach and check their findings, most valuable.
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