Why do once-successful companies fail?The book identifies 3 types of inertia that can be fatal to the most successful company: strategic/structural/ personal. Senior executives often go to great lengths to resist change. When things start to go awry, they try harder (through efficiency gains, etc) and therefore may simply be getting better at doing the wrong thing. Instead they need to analyse their market effectively and diagnose what is needed to respond to thereal threats outside. The illustrations throughout the book give the reader real-life tales of competition on the edge and show what took place behind the public narrative of many prominent companies.This book will prompt executives to ask: What is your Strategic IQ? Do you have the strategic intelligence to keep ahead of your competitors? Readers will find the book enlightening and itslessons easy to apply: ∗It provides a framework for understanding strategicintelligence ∗A roadmap for advancing up the intelligence ladder ∗Assessment tools to measure progress John Wells shows how traditional success metricssuch as revenue growth, profit, market share, reputation and stock price often fail to predict impending disaster – and what to do about it.Praise forStrategic IQ"Hard-hitting and stimulating, Wells' thesis carries a robust message that should make business leaders the world over sit up and think.Archie Norman, Chairman of ITV, UK“Wells makes a compelling case for dramatic change”Ron Sargent, CEO of Staples, USA‘"A scintillating, stimulating and thought-provoking perspective on strategy….ignore it at your ownperil! Dr. Nahed Tahir, CEO of Gulf One Bank, Saudi Arabia“A must read for any CEO looking to jump-shift their company’s performance.” Michael White, CEO of DirectTV, USA “Wells brings his famously sharp mind and uncompromising approach to a brilliant new book.…you will enjoy theread, but flinch at the implications.”Dan Cobley, Managing Director, Google UK“Terrifying but true! Wells zeroes in with supreme intellectual precision on the heavy price firms pay for moving too slowly on the business battlefield”Bill Roedy, ex CEO, MTV Networks International, USA“Wells…offers real world, practical advice to raise your company’s Strategic IQ” Glenn Renwick, CEO of Progressive Corporation, USA“Wells breaks down common misconceptions about strategy. This book provides an excellent guide.” Dr. Victor Fung, Chairman of Li and Fung, Hong Kong"A master-class on strategy from a master strategist" Rick Mills, Group Director, Strategy Innovation, Alliance Boots, UK"A tour de force ... Wells presents the most approachable, practical, and comprehensive strategy guide to formulating and executing strategy ever!"Bruce Harreld, ex-Head of Strategy, IBM, USA INDICE: PrefaceIntroductionPart One. Smart StrategyChapter 1.1 The Need for Smart StrategyChapter 1.2 Low Strategic IntelligenceChapter 1.3 What is Strategy?Chapter 1.4 Moderate Strategic IntelligenceChapter 1.5 High Strategic IntelligencePart Two. Smart StructureChapter 2.1 The Need for Smart StructureChapter 2.2 Smart Asset ManagementChapter 2.3 Formal Architecture -Navigating the Architecture LabyrinthChapter 2.4 Informal Architecture - Leveraging Social MechanicsChapter 2.5 Towards Smarter StructurePart Three. Smart MindsChapter 3.1The Need for Smart MindsChapter 3.2 What is a Mind?Chapter 3.3 Hiring Smart MindsChapter 3.3 Addressing Satiable NeedsChapter 3.4 Harnessing Insatiable NeedsAppendix: Your Company’s Strategic IntelligenceBibliographyIndexÂ
- ISBN: 978-0-470-97828-3
- Editorial: John Wiley & Sons
- Encuadernacion: Cartoné
- Páginas: 328
- Fecha Publicación: 20/04/2012
- Nº Volúmenes: 1
- Idioma: Inglés