- Audio CD: 4 Seiten
- Verlag: American Media International LLC; Auflage: Abridged (25. November 2005)
- Sprache: Englisch
- ISBN-10: 1932378642
- ISBN-13: 978-1932378641
- Größe und/oder Gewicht: 14,9 x 2,5 x 12,9 cm
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The Art and Discipline of Strategic Leadership (Englisch) Audio-CD – Gekürzte Ausgabe, Audiobook
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This book is a powerful new approach to strategy setting, from a worldwide leader in strategic thinking.
"A gold mine of strategic insight and practical advice . . ." --Robert A. Lutz, Chairman, GM North America
Create a Smart New Strategic Plan--And Stay Ahead of the Competition!
- Craft a new vision, take action, and monitor results
- Stay consistent in strategic decision-making
- Keep your eyes fixed on the long term
This thoughtful, timely book will help you discard outmoded standards and implement a flexible, workable strategy to drive extraordinary business results.
"This thoughtful, timely book will help you discard outmoded standards and implement a flexible, workable strategy to drive extraordinary business results. A gold mine of strategic insight and practical advice..." --Robert A. Lutz, Vice Chairman, Product Development, and Chairman, GM North America, General Motors Corporation
"[A] template for every CEO seeking to formulate a new strategy and revitalize tired values." --Sir Peter Thompson, former Chairman, National Freight Company, and UK Businessman of the Year
"[B]rings a holistic approach, deep thinking, and broad practical experience to the subject of strategic leadership. --Sir Bryan Nicholson, Past President, Confederation of British Industry, Chairman, Cookson Group Plc-- Dieser Text bezieht sich auf eine andere Ausgabe: Taschenbuch. Alle Produktbeschreibungen
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The original book is one of the best anywhere on strategy with its clear definitions and seminal use of the "driving force." It's too bad it may no longer be widely available. This newer book is a poor successor and is remarkably ungracious to Ben Tregoe, who passed away a year or so ago, and was one of the great thinkers in this field. If you can get the original, do so. The two stars I've given this one are purely for what Freedman has retained of the original.
Strategy is a two-headed prong. It is creative enough to fashion a vision, while being disciplined enough to drive the vision into reality.
Mike Freedman defines the word as the �framework of choices that determine the nature and direction of an organization.� It is a definition I like. The word �framework� establishes boundaries and scope. �Choices� are about products, services, markets and capabilities. �Nature� describes the character of any organization. �Direction� is the organization�s course determined by choices about future products, services, customers and markets.
Notice that a decision is not strategic simply because it is long-term or involves mega-dollar expenditures. While these can be made within the strategic framework, only those decisions that change the framework are strategic.
Freedman says there are three critical aspects to a strategy:
1. A strategic vision is based on facts, informed assumptions and critical what-if thinking.
2. The vision must be communicated throughout the organization.
3. Its implementation must be monitored.
I particularly enjoyed the section on Strategic Master Project Planning. Freedman says the purpose of master project plan is to assess the necessary strategic initiatives, integrate the existing operation projects, identify project priority and interdict those projects which are out of line with the strategic vision.
This is a great book. As always, organizations that desire to survive and thrive will have to mast the art of strategy creation and implementation. The Kepner-Tregoe five phase model on which Freedman bases this book is a great foundation for organizations and managers who wish to begin the journey.
I think the book was written adequately well, and I recommend that entrepreneurs who have read a few books on how to write a business plan read this book, too. I would have liked the book better if the authors had first described what a company founder goes through when he or she practices strategic leadership in starting his company. Then explain what the company founder (or his or her replacement) must do to monitor the strategy, renew it, or possibly change it. Then, and only then, discuss real-world examples about how it is hard to monitor strategy, renew it, or possibly change it. I did not like the way the authors sprinkled real-world examples throughout the text. I think they should have been included in a separate section of the book.
If the authors had titled the book "The Art and Discipline of Strategic Leadership at Large Multi-National Companies," then I would have rated it higher. Strategic leadership at large companies is complicated because of their size, and because their leaders are probably not all that competent at thinking strategically. It is hard to implement strategic change in something that is old and big, especially if one hasn't been at the helm for long.
Probably the most important thing I learned from reading this book is that many people enjoying the role of CEO in large multi-national businesses hire consultants to educate them on things they would already know if they had ever started their own successful small business. I would not have learned this if the authors had kept to describing strategic leadership rather than the problems large companies face regarding their strategic leadership. This book is worth a read, but it is not a masterpiece.
My first encounter with their work was the mastering - and application - of their Problem Solving & Decision Making (PSDM)strategies in the late 70's/early 80's, while I was a practising engineer. Subsequent fruitful encounters include reading - and assimilating - Tregoe's Vision at Work and Top Management Strategy (both of which are great works) when I was a General Manager.
This book should have been available when I was still working in the corporate world. Anyway, I am very pleased to have bought and perused this wonderful book, which I will now add to my Strategic Thinking and Strategic Leadership bookshelf.
I particularly enjoyed digesting the authors' practical approach to strategy formulation, which has been extensively covered in the book. The attendant case studies - field-tested - have been well selected and the process of working out their integrated model to help readers to understand - and eventually apply - has also been well crafted.
I also like their way of posing pertinent questions to think through some of the process steps.
All practising managers must get hold of this book. In terms of depth and breadth in the strategic thinking process, as well as the clarity in writing and presentation, I would rate this book in the same genre as Michel Robert's strategic thinking books. Across the board, the authors' writing in the book is crisp and succinct, and I really appreciate authors who write this way.
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