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HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further.

HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment.

Classic ideas, enduring advice, the best thinkers: HBR's 10 Must Reads.

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53 internautes sur 54 ont trouvé ce commentaire utile 
Useful introduction to the ideas of leading strategy experts 17 février 2011
Par John Gibbs - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
There are plenty of books available on strategy, but most business leaders do not have a lot of time to read them. Where can you go to get a reasonably-priced introduction to the ideas of some of the leading experts on business strategy? This book provides one possible answer. It includes essays on strategy and the five competitive forces by Michael Porter, building a vision by Collins and Porras, blue ocean strategy by Kim and Mauborgne, and the balanced scorecard by Kaplan and Norton.

Although I found the essays by each of the above-mentioned authors less inspiring and enlightening than their books on the same subjects, this compilation does give a good introduction to their ideas, and will help the reader discern whether to take the next step and read the authors' books. Each essay contains sidebars including an "Idea in Brief" sidebar which will help the busy reader further; however, in the Kindle version the sidebars simply appear in the main text, which interrupts the flow and can lead to confusion.

Not all strategic advice is good advice. In my view the advice given in the essay "Transforming Corner-Office Strategy into Frontline Action" leaves something to be desired. The idea of distilling a company's entire strategy into "one pithy, memorable and descriptive phrase" may appeal to some, but I really struggle to see its value. Examples include AOL ("Consumer Connectivity first - anytime, anywhere"), GE ("Be number one or number two in every industry in which we compete, or get out"), Dell ("Be direct"), and eBay ("Focus on trading communities"). Do any of these actually communicate useful strategies, or are they meaningless mantras?

On the other hand, I found the other essays on essentially the same topic (turning strategy into action) quite useful. "The Secrets to Successful Strategy Execution" by Neilson, Martin and Powers and "Turning Great Strategy into Great Performance" by Mankins and Steele gave some very practical steps which a leadership team can take to make a strategy actually happen. All up, I recommend this book as a valuable introduction to strategy.
22 internautes sur 22 ont trouvé ce commentaire utile 
How to create "a unique and valuable position" by deciding what to do...and not do 6 mars 2011
Par Robert Morris - Publié sur Amazon.com
Format: Broché
This volume is one of several in a new series of anthologies of articles that initially appeared in the Harvard Business Review, in this instance from 1960 until 2006. Remarkably, none seems dated; on the contrary, if anything, all seem more relevant now than ever before as their authors discuss what are (literally) essential dimensions of formulating and then executing an effective strategy.

My own opinion is that strategies are "hammers" that drive tactics ("nails) and the key is to get a strategy in proper alignment with the ultimate objectives as well as with an organization's various activities. That said, what we have in this volume is a variety of thoughtful perspectives on strategy provide by those who are among the world's most highly-regarded authorities on the subject.

More specifically, the reader learns how to understand what strategy is and isn't as well as what it does and (doesn't) do, and, how to manage/leverage the five competitive forces that shape strategy (Michael E. Porter); also, how to build a company's vision (James C. Collins and Jerry I. Porras), how to reinvent a business model (Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann), how to formulate and then execute a "blue ocean strategy" (W. Chan Kim and Renée Mauborgne), how to take full advantage of the "secrets" of effective strategy execution (Gary L. Neilson, Karla L. Martin, and Elizabeth Powers), how to use the Balanced Scorecard as a strategic management system (Robert S. Kaplan and David P. Norton), how to transform corner-office strategy into frontline action (Orit Gadiesh and James L. Gilbert), how to turn great strategy into great performance (Michael C. Mankins and Richard Steele), and gain a much better understanding of how clear decision roles enhance organizational performance (Paul Rogers and Marcia Blenko).

Each article includes two invaluable reader-friendly devices, "Idea in Brief" and "Idea in Practice" sections, that facilitate, indeed expedite review of key points. Some articles also include what I characterize as "business nuggets" in which their authors focus on even more specific subjects such as "Finding New Positions: The Entrepreneurial Edge" (Porter, Page 10), "Big Hairy, Audacious Goals Aid Long-Term Vision" (Collins and Porras, 96), "A snapshot of blue ocean creation" (Kim and Mauborgne, 130-132), "Translation vision and strategy: four perspectives" and "Managing strategy: four processes" (Kaplan and Norton, 172 & 173), and "A Decision-Making Primer" (Rogers and Blenko, 236-237).

These ten articles do not - because they obviously cannot - explain everything that one knows to know and understand about the formulation and execution of an effective strategy. However, I do not know of another single source at this price (currently $14.23 from Amazon) that provides more and better information, insights, and advice that will help leaders to achieve success in the business dimensions explained so well by the authors of the articles in this volume.
16 internautes sur 17 ont trouvé ce commentaire utile 
Good Foundation for Strategy 27 mars 2011
Par A. J. Clark - Publié sur Amazon.com
Format: Broché Achat vérifié
The first few articles are a bit dry and academic in nature but others are wonderful foundational reading for anyone developing a strategy. This is a solid book for anyone trying to brush up on Strategy theory.
9 internautes sur 9 ont trouvé ce commentaire utile 
One competitor dominants in a space. Why companies win the space and how they keep it 10 novembre 2012
Par Golden Lion - Publié sur Amazon.com
Format: Broché
The basics of strategic competition

1. Understand competitive behavior
2. Understand how a strategy will rebalance competitive equilibrium
3. Understand commitment of resources even if deferred benefits
4. The ability to predict risk and return enough to make a commitment
5. The willingness to act

Barriers to entry
1. Scales to production, research, and marketing are barriers
2. To create barriers companies combine economies of scale with brand
3. Capital requirements limit entry into many markets
4. Entrenched companies may have cost advantage not available to potential reviles
5. A new product must displace existing product by cost reduction, promotions, intense selling efforts, or new distribution channels
6. Regulation can limit entry into a business

Suppliers can exert bargaining power by reducing profitability by raising prices or reducing the quality of their products

A supplier is strong if it does not have to contend with other products in the industry

Buyers find alternate suppliers and play one against another to reduce price or improve quality

Highly profitable buyers are less price sensitive . The buyer is interested in quality

Consumers are more sensitive to price purchasing an undifferentiated product where quality is not an issue

A company improves its strategic position by finding buyers and suppliers that can not a adversely affect it.

Strategy can be thought of as a defense against competition

Know how must be kept a secret to yield an advantage

Access advantages are vulnerable to shifts in availability or prices and sensitive to consumer preferences

Sustainable advantage is greatest when based on several kinds of advantages.

Industries that grow slowly offer more room to sustain advantages

Manufacturers are rebuilding their excellence in production

Stages of manufacturing effectiveness

Stage 1 Detailed management control systems are means to monitor performance
Stage 1 struggles to provide adequate production, help suppliers with problems, and keep equipment up to date. Stage 1 relies on consultants for advice and knowledge. Stage 1 represents a build and assemble mentality.

Stage 2 Capital investment is the means to catch up with competition. Stage 2 avoids introduction of major discontinuous changes in product or process. Stage 2 follows industry practices. Stage 2 believes production rates due to new equipment as the measure of efficiency. Stage 2 have research and development labs they turn to in addition to consultants and suppliers. Stage 2 is increased in capacity gains.

Stage 3 Long term developments trends are developed systematically . Stage 2 is looking out for long term developments and trends that may affect the companies ability to meet needs. Companies arrive at stage 3 through the natural consequences of success in developing business strategy based on formal planning. Stage 3 view technology enhancement as the consequence of changes in business strategy

Stage 4 Long term programs are put into place to acquire capabilities in advance of needs
Stage 4 anticipates new manufacturing practices and technologies. Stage 4 develop long term business plans where manufacturing capabilities play an important role. Manufacturing is a strategic resource.

The inertia of most large companies favors, a gradual, systematic, and cumulative movement through stages

Teamwork and problem solving is better than command and control

Moving to stage 4 involves changing how the organization thinks about manufacturing

Tighter intergration of product design and capabilities leads to flexibility

Mastery of activities at one stage provide the underpinnings for a successful transition to the next stage
5 internautes sur 5 ont trouvé ce commentaire utile 
Essential - 27 avril 2014
Par Loyd E. Eskildson - Publié sur Amazon.com
Format: Format Kindle
The first article, appropriately, is by Michael Porter ('What is Strategy?'). He, in turn, leads of by asserting that 'operational effectiveness is not strategy.' There goes benchmarking, TQM, Kaizen, outsourcing, core competencies, and even positioning (too static - think of Groupon or Starbucks). Actually, not quite - they're necessary, but not sufficient. Few companies have competed successfully on the basis of operational effectiveness over an extended period - thanks to rapid diffusion of best practices. Porter claims that the resulting productivity gains are captured by customers and equipment suppliers, not retained in superior profitability (Amazon?). Put simply, the more benchmarking companies do, the more they look alike and the more they all end up with diminishing returns, and the more an industry tends towards consolidation via buying up rivals.

Competitive strategy is about being operationally and positionally different - eg. SWA, Carmike Cinemas, Bessemer Trust. Trade-offs are involved that choose what NOT to do. Fit is a central component - eg. a sophisticated sales force confers greater advantage when the product embodies premium technology and its marketing approach emphasizes customer assistance and support, a production line with high levels of model variety is more valuable combined with an minimal JIT inventory system. Thus, it can be misleading to explain success by specifying individual strengths or core competencies. It is also harder for a rival to match an array of interlocked activities than merely imitate a specific technology or sales-force approach. Finding a new strategic position is often preferable to being the 2nd or 3rd imitator of an occupied position. On the other hand, frequent positioning shifts are costly - entire systems must be realigned.

Sound strategy is especially undermined by the desire to grow (other than globally), as well as chasing every new technology for its own sake and mistaking 'customer focus' to mean serving all customer needs.

Next is Porter's 'The Five Competitive Forces That Shape Strategy.' In this article he synthesizes the strategist's job as understanding and coping with competition. However, he immediately expands that apparent scope by pointing out the competition for profits goes beyond current direct competitors to also include customers, suppliers, potential entrants (eg. Pepsi entering the bottled water industry, Apple entering the music distribution business), and substitute products (movies vs. TVs, local recreation/entertainment venues; photographic film vs. digital cameras) - in any industry. If the forces are intense (airlines, textiles, hotels), almost no company earns attractive an ROI; if benign (software, soft drinks, and toiletries), many are profitable. Thus, health industry structure should be as much a competitive concern to strategists as positioning within that industry.

Barriers to new entrants are advantages that incumbents have relative to new entrants. These include supply-side economies of scale, demand-side benefits of scale (no one ever got fired for buying from IBM; Facebook's 'network effect'), customer switching costs, capital requirements, proprietary technology, incumbent advantages independent of size (eg. preferential access to raw material, preemption of the most favorable locations, established brand identifies), unequal access to distribution channels, and restrictive government policy. Another - expected retaliation, such as price-cutting, especially when industry growth is slow.

Powerful suppliers (including labor) can capture more of one's potential profits by charging higher prices. Example, per Porter - Microsoft has eroded PC-makers' profitability by raising prices on operating systems (until Google began offering a far cheaper alternative). Supplier groups are more powerful if they're more concentrated than the industry being sold to, the supplier group does not heavily depend on the industry for its revenues, their buyers face switching costs in changing suppliers, or the supplier group can credibly threaten to integrate forward into the industry (eg. Asian manufacturers of U.S.-designed products).

Similarly, powerful customers can capture more value by forcing down prices, demanding better quality/service, and/or playing suppliers off against one another. They are especially likely to be powerful if there are few large buyers, the industry's products are undifferentiated, buyers face few switching costs, or buyers can credibly threaten to integrate backward and produce the product themselves. Continuing, a buyer group is price sensitive if the product it purchases represents a significant fraction of its costs, the buyer group earns low profits, the quality of the buyers' products/services is little affected by the industry's product.

Price competition is most likely to occur if products/services of rivals are nearly identical and there a few switching costs for buyers, fixed costs are high and marginal costs are low, the product is perishable, or capacity must be expanded in large increments to be efficient.

'Blue Ocean Strategy' is another especially useful article within the booklet. The material focuses on Cirque du Soleil and how it quickly became a major player in a world heretofore dominated by Ringling Bros./Barnum & Bailey took over a century to reach - despite the circus business being in long-term decline. PlayStations, sporting events, TV were taking market share away, and animal rights groups attacking from another perspective. Cirque did this, not by stealing customers from Ringling etc., but by creating uncontested market space that made the competition irrelevant.

The authors describe this as a 'blue ocean strategy' in which demand is created rather than fought over. Sometimes companies do so via creating a new industry (eBay); usually, however, it is accomplished when a company alters the boundaries of an existing industry. Recent examples include mutual funds, cell phones, biotechnology, discount retailing, and home videos. They, while less frequently represented among new ventures (most are line extensions), have proven more profitable on average.

Leading-edge technology is sometimes involved in the creation of blue oceans, but is not a defining feature - even Ford's revolutionary assembly line can be traced to the meatpacking industry. Perhaps the most important feature of blue ocean strategy is that it rejects the fundamental tenet of conventional strategy - that trade-offs exists between value and cost. Cirque offered people both the fun and thrill of the circus and the intellectual sophistication of the theater. It concluded that the appetite for animal shows was rapidly diminishing because of concerns about the treatment of circus animals, while the costs of training and caring for them were quite high. Cirque also realized that the public no longer thought of circus artists as stars, and did away with three-ring shows as well (expensive, confusing). Cirque focused on clowns (became more sophisticated), the tent, and classic acrobatic acts (added artistic flair). Each show has an original musical score and theme.

Companies that create blue oceans usually reap the benefits without credible challenges for 10 - 15 years - Cirque du Soleil, Home Depot, Federal Express, SWA, and CNN are examples. Body Shop is another - it shuns top models and makes no promises of eternal youth and beauty - for established brands this made imitation difficult because it would invalidate their current images. Finally, the authors also present the Model T as a blue-ocean innovation - there were lots of expensive, hand-crafted, and (unfortunately) hard-to-repair automobiles already in the marketplace. Ford's contribution was bringing standardization, ease of repair, and low costs. Thus, 'blue-ocean strategy' resembles Christensen's industry disruption by low-cost innovators entering the market from the bottom - eg. Toyota.
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