Sublime
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Managers should think of: (1) what their customers’ needs and priorities are; (2) what channels can satisfy those needs and priorities; (3) the service and products best suited to flow through those channels; (4) the inputs and raw materials required to create the products and services; and, (5) the assets and core competencies essential to the inp
... See moreAdrian J. Slywotzky • The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits
The strategy development task is not an exercise in forecasting. Rather, the goal is to create the responsive organization; to put in place a set of operating procedures which force the practitioners to listen to their marketplace on an ongoing basis, not as a one-time piece of market research; to require them to reexamine their methods of operatio
... See moreDavid H. Maister • Managing The Professional Service Firm
The reason you’re hiring a new CEO is because there are new skill sets that are critically important. But if someone doesn’t have the founder’s mindset, they’ll be fundamentally, at best, in asset management. They’ll make sure that things keep running, keep going on a trajectory. But the ability to change the curve means taking a risk that a founde
... See moreElad Gil • High Growth Handbook: Scaling Startups From 10 to 10,000 People
Peter Block makes the case eloquently that leadership in a learning organization is very different from the prevailing model of charismatic, strong leadership from the top. Stewardship, according to Block, is “… the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of those
... See moreArt Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
The first logical problem in chain-link situations is to identify the bottlenecks, and Marco did that—quality, sales’ technical competence, and cost. The second, and greatest, problem is that incremental change may not pay off and may even make things worse.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
Many companies’ decision-making systems are designed to steer investments to initiatives that offer the most tangible and immediate returns, so companies often favor these and shortchange investments in initiatives that are crucial to their long-term strategies.
Clayton M. Christensen • How Will You Measure Your Life?
In many large organizations, the challenge is often diagnosed as internal. That is, the organization’s competitive problems may be much lighter than the obstacles imposed by its own outdated routines, bureaucracy, pools of entrenched interests, lack of cooperation across units, and plain-old bad management. Thus, the guiding policy lies in the real
... See moreRichard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
Even modest advances have dramatic financial implications. If the US firm that ranked 50th (out of 100) jumped to rank 40, its ROIC would surge by 21 percent. If a Chinese firm improved in this way, its ROIC would grow by 16 percent.
Felix Oberholzer-Gee • Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance
