HBR Guide to Thinking Strategically ePUB – Z55z.co

Bring strategy into your daily workIt s your responsibility as a manager to ensure that your work and the work of your team aligns with the overarching objectives of your organization But when you re faced with competing projects and limited time, it s difficult to keep strategy front of mind How do you keep your eye on the long term amid a sea of short term demands The HBR Guide to Thinking Strategically provides practical advice and tips to help you see the big picture perspective in every aspect of your daily work, from making decisions to setting team priorities to attacking your own to do listYou ll learn how to Understand your organization s strategyAlign your team around key objectivesFocus on the priorities that matter mostSpot trends in your company and in your industryConsider future outcomes when making decisionsManage trade offsEmbrace a leadership mindset


10 thoughts on “HBR Guide to Thinking Strategically

  1. Marques Marques says:

    The guidance presented in this book will enlighten your vision for the future Applying the knowledge learned here will not only help but build an extremely solid ground for success.


  2. TYLUTANIC TYLUTANIC says:

    Very simplistic content HBR books are not in depth But get their point across easily


  3. raj dosaya raj dosaya says:

    Must read


  4. reference-collections.co Customer reference-collections.co Customer says:

    Great book


  5. Ian Mann Ian Mann says:

    This collection of essays is a valuable guide for those in middle management and above It answers the need for a guide to both how to be a effective strategic thinker, or how to become a strategic thinker.Much has been written about formulating strategy, but this is an event that once ended, is left to be executed by strategic thinkers This is the first comprehensive book I have read on how to be that person, at any leadership level.The authors describe strategic thinking as analyzing opportunities and problems from a broad perspective, and understanding the potential impact your actions might have on the future of your organization, your team, or your bottom line The strategic genius, Professor Rumelt titled his seminal book, Good Strategy, Bad Strategy because he believes strategy is either one or the other There is no other option In similar vein I have observed that people are either good strategic thinkers or bad strategic thinkers, there is no third category.Strategic thinking begins with going beyond your day to day activities and considering the larger environment in which you re operating It starts with asking questions and challenging assumptions about how things operate in your company and industry Based on strategic thinking, you are able to make daily decisions about how you and your team should be spending your time.This is the only way you ensure that every choice you make, and every action you take, drives results that matter to the organization On even cursory reflection, this is an obvious requirement of every successful manager at every level.Strategic thinking is not a natural way of thinking, rather it is a skill that is learned deliberately, or less often, by osmosis in an environment of strategic thinkers.Strategic thinking starts with an understanding of the company s strategy At whatever level one operates, this is what one is employed to do Period If it is a good strategy, you will able to claim that you are partly responsible for its success If it is a bad strategy, you will able to claim that you worked as effectively as you could to try and get the best out of a bad strategy.William Schiemann reports that only 14% of organizations he surveyed, claimed that their employees had a clear understanding of their company s strategy and direction, and that only 24% felt the strategy was linked to their individual accountabilities and capabilities.The characteristics of a strategic thinker have received attention in the leadership literature However, this is usually in isolation and seldom in the special context of high stakes and deep uncertainty that can make or break both companies and careers , the authors explain.People who think strategically have specific personal traits, behaviors, and attitudes, the first of which is curiosity about well, everything what is going on in the company, in the industry, in the country, amongst competitors, and And then they question whether they and their units are focused on the right things Their focus is on the future and how the unit and company s operations may change in the coming months and years.To be a strategic leader, not just a strategic thinker, requires consistency The objective that you pursue, must be persistently pursued, but this must be combined with the agility to adapt approaches and shift ideas when new information is received.A fundamental of strategic thinking is learning the gathering of knowledge and information This often complex, sometimes ambiguous body of data, must be interpreted to get the insights you can use to make smart choices and select appropriate courses of action.There are many ways to deal with this confusion, but the authors offer effective and easily applied approaches These include talking to your customers, suppliers, and other partners to understand their challenges using simple scenarios to imagine various futures so you can prepare for the unexpected looking at fast growing rivals, and examining the actions they have taken that puzzle you For example, why did they have a sale early this year, but of much fewer items that everyone else You could use the five whys of Sakichi Toyoda, Toyota s founder Why did this happen And when you have an answer, ask a why on that answer, and so on five times to get to the heart of the matter.Finland s former president J K Paasikivi was fond of saying that wisdom begins by recognizing the facts and then re cognizing, or rethinking them, to expose their hidden implications.When analyzing ambiguous data, the authors suggest, list at least three possible explanations for the data, and invite perspectives from others.When you advance from strategic thinking, to the decision and action phase of being a strategic leader, insist on multiple options right at the beginning Avoid getting prematurely locked into simplistic go no go choices of the Brexit variey Reframe binary decisions by asking your colleagues, What other options do we have And then make your decision based on the long term, not the short term.As a strategic thinker, the recurring question that you must ask yourself is, how your actions create value that can maximize your contribution to your organization, and set you up for success You will find this book is extraordinarily valuable It has no breakthrough , new material everything has been said fully elsewhere before, but never as a concise guide, all in one place.Readability Light SeriousValuable Insights Many FewPractical application High LowIan Mann consults internationally on strategy and implementation and is the author of Strategy That Works and the Executive Update.


  6. Kindle Customer Kindle Customer says:

    When I bought this book, I was asking myself why would HBR publish 3 books on strategy and prepare a 4th one to be published Now I know the answer Strategy is a vast concept, process or tool that in order to be effective has to be stretched from the top of the company to it s bottom Strategy requires so much knowledge from different disciplines, so much information from the outside and the inside of the company, so much coordination and so many people to buy into it that there s no wonder the concept is split into strategy formulation and strategy execution and there is always a gap between the two.And it could be no other way We know from psychology that we, humans, have a bounded rationality limited capacity to process even the low amount of information we have and there is no need for an axiom to know that time is one of our limited resources Due to this we cannot excel in two relatively opposing skills Because strategy means doing different things or doing the same things differently, strategy formulation is the realm where innovators thrive while strategy execution is the realm of conformists and followers, a realm where most of the things have to be either clear, or around the area of their known universe The same goes for skills in different disciplines or areas of specialization and if you add human skills on top of that, strategy becomes a big scary monster who nobody wants to touch.Unlike the previous 2 books on strategy, this one is closer to strategy execution and to what the people who execute the strategy need to know It is indeed a guide because helps the reader navigate through practical situations It contains 29 short articles see for table of contents , articles that could annoy some people because it is indeed about thinking What I mean by this is that, depending on the situation described, the reader has to ask himself a carefully sequenced fits the hierarchy of organizational mechanisms set of questions in order to align her his thinking with the strategy of the company and with the bigger picture This thought process can take a lot of time and generate a lot of frustration, especially when you have missing pieces of the puzzle.THE MOST IMPORTANT ARTICLE Due to the fact that in real organizations the strategy is rarely crystal clear, I consider that the last article, When the Strategy Is Unclear, in Flux, or Always Changing , can bring value to many strategy executing managers and save them from a lot of pain It describes what actions they can constructively take meanwhile.WHO MAY FIND THE BOOK USEFUL 1 Executives and strategists who not only need to think strategically to formulate the strategy but they also need to understand the troubles of the lower levels in order to build effectiveness into the strategy for a smooth execution.2 Every manager because the whole company has to be aligned and work in the same direction Moreover, every manager has to understand the strategy, translate it to their reports and facilitate their work while, in the same time, they have to keep an eye on how the work of the unit they lead impacts the work of other units.3 Every employee or manager who aspires to be promoted, because strategic thinking is not only about strategy but also about understanding different perspectives and fitting them into a bigger picture the upper they rise in hierarchy, the perspectives they have to integrate and the picture gets bigger and bigger.4 In general terms, everybody, because thinking leads to understanding which is one step closer to motivation and collaboration and, in the end, mutual benefits And if we think in systems, this creates a self reinforcing loop which leads to and value and mutual benefits being generated.There is no shortage of things that can go wrong with strategy but, the devil is not so black There s always a book waiting to be found for everything I may be biased toward loving this book because it involves a lot thinking and reflecting and this is my thing , but I hope you enjoy it at least as much as I did.


  7. Adama Coulibaly Adama Coulibaly says:

    If you are looking for a book that will teach you strategic thinking, this isn t a book for you.However if you are looking for quick reference about strategy development and execution, this guide is valuable It includes several chapters from great authors who share good approaches, frameworks, tools and trips.I personally like the section on Move from Thinking Strategically to Executing the Strategy.


  8. David Keraton David Keraton says:

    Learn all about strategic thinking from Harvard Business Review Full of real life tips, anecdotes, and insights from consultants, CEOs, and academics The veritable treasure chest at the end of the rainbow.


  9. Rick Rick says:

    I love all the HBR guides Easy to read Straight to the point


  10. Ng Hock Lai Ng Hock Lai says:

    Nothing unique