Strategy Books

I AM STUCK IN THE TUNNEL AND I CAN'T GET THE THREE FIRES TO MEET. AND ALSO I CAN'T GET THE TWO ANIMALS TO MOVE AWAY FROM THE DOOR.

Hi! I'm in the budah temple, and i can't find the book to give to the green budah. I reallllllyyy need help i'm begging. LOL Thanks

Where is the knife in the aztec world ? please. brwnsele40@hotmail.com

I have looked everywhere for this book and I have not seen it anywhere. can you please tell me where and how I can buy it?

No review I would like to know where to find this book

1. The leader can create a new organization with new procedures, but the formation of culture requires collective learning and repeated experiences of success or failure.

2. It is no accident when a "turn around manager" arrives, the top layers of management are usually replaced and massive reorganization occurs. These drastic measures destroy old culture and initiate a new culture building process by removing the people who carry and represent the old culture. The destruction of culture is extremely costly on human level. The new people have to start building process all over and it is not even clear whether this is possible.

3. An organization built on individual incentives cannot become a set of teams simply because the CEO announces that teamwork is now necessary and launches a team-building program. However, if the CEO understands culture dynamics, he or she will begin to reward individuals for helping others and for contributing to other projects, thereby acknowledging the deep individualism of the organization but broadening the concept of individual competence to increasingly include "working with others".

4. Leaders cannot arbitrarily change culture in the sense of eliminating dysfunctional elements. Leaders can evolve culture by building on its strength while letting its weaknesses atrophy over time. If an organization is successful over time and has evolved mental models based on these methods, they will not abandon the mental model. The leader jobs is too broaden the Mental models. Focus should include developing new standards of judgment and evaluation so that competitive behavior is viewed as more negative and cooperative behavior more positive.

5. Management development is typically very function in young organizations. For example, the organization may promote the people most likely to be entrepreneur or who are technically the most competent, rather than seek out people who have managerial talent. Founder builders often glorify the technical functions such as research and development, manufacturing, and sales and demean managerial functions such as finance, planning, marketing, and human resources. Potential successors may be blocked from taking over and gaining learning experiences. Successful leaders at this stage grow with the organization and change their own outlook or recognize their own limitations and permit other forms of leadership to emerge.

6. The leader builds culture in one of three ways: a) by hiring and keeping subordinates who think and feel the way they do; b) by indoctrinating and socialize subordinates to think and feel as they do; c) by establishing a role model that encourages subordinates to identify with them and thereby internalize their beliefs, values, and assumptions.

Additional Thoughts about building culture: 1. Culture is not arbitrarily changed. Culture is evolved by building on strengths, broadening mental models of successful methods and processes 2. Get back to understanding what the product is about and focusing on customer oriented strategies. 3. Increasing vision and comprehension communication between top management and employees 4. Pushing data to unexpected places, encouraging participation and intrepretation of the data, and getting feedback that will cause temporary formation of teams and engineering of new processes 5. Creating new procedures that transform the organization 6. Creating and environment of learning 7. Getting people to thinking and value the same things the leader does.

7. Healthy, open minded skeptics can become effective leaders and, eventually, champions at work. If they find new approaches to enhance results, they will commit time and energy to them.

8. Local line leaders focus is at a business unit level. They may not think much at learning within the larger organization.

9. Leaders can use free-market choice inside an organization to liberate the entrepreneurial spirit of their people. As organizations move toward indirect leadership, the key role of senior leaders is to increase their people choices in ways that still focus the organization on its mission. Organizations viewed as economies.

10. In the future, most employees will work in intraprises that provide services to the core businesses. The core business will be run by small groups of line managers who will buy much of the value they add from internal intraprises.

11. What is leadership? Leadership is the process of empowering subordinates to learn from their mistakes, make changes, adjust to new circumstances, and preserve. Leadership brings into play elements of planning, commitment to innovation and problem solving, and energy ensuring dynamics of the organization are fair. The group looks for leadership to unlock paralysis in the direction to move. Leadership establishs policies, identifies targets, set priorities, and allocate resources and money. Leadership job is to create a feeling of security for their employees and influence young talent to come and work for them. Leadership creates blue oceans by creating a utility proposition. Leadership is gained by competence not position. Leadership creates conditions of comfort for their employees. Leadership talks openly about a wide variety of issues, sponsors democratic forum where creative members are reward for initiative, ingenuity and bravery. Leadership leads by example. Leadership uses work exchanges to show how things are to be done, giving each job a sense of dignity and enhanced standing with the crew. Leadership values the individual. Leadership creates free market choice inside their organizations to liberate the entrepreneurial spirit of their people. Leadership gets difficult projects started and results in long-term impact.

Leaders inspire confidence, fight fear, initiate positive and productive actions, define goals, and paint brighter tomorrows. The character of society's leadership may substantially determine how that society fares in an environment of change. Leadership values must be based on standards that benefit society.

12. The ethnic, cultural, and gender characteristics of America's population and labor force is rapidly changing. The emigration of nonwhites from Asia and Southeast Asia, the Pacific Islands, Central and South America, the Caribbean, and West and East Africa, represent people in the America's melting pot rising relative to that of Americans of European descent and represent an estimated that one third of all new entrants to the labor force.

13. Leaders must be willing to accept five fundamental challenges in the work force: a. They must be willing to be more sensitive and understanding with respect to ethnic, cultural, and gender differences. B. They must have a vision for the workplace that will result in significant broadening of the corporate culture and environment. C. They must craft and implement new and different employment and communication processes to enhance and promote perceptions of fairness and equity. D. They must bring a commitment to the effective utilization of a diverse work force. E. They must establish a place where people want to work and be productive and to develop new markets and maintain existing ones.

14. Effective leaders do not earn their role by position or Herculean work efforts, instead, effective leaders nurture dignity in those around them; their area of expertise are listening, propagation of values, and assurance of dignity; they foster relationship as a source of their power.

15. When people are experiencing fear, dread, foreboding, and exhaustion, people have an emotional need for a leader. A leader combats fears, instills confidence, and moves the group forward.

16. Leaders lead because they create a passionate commitment in other people to pursue the leaders strategy and succeed.

17. Leaders are the keepers and shapers of the company culture and constantly communicate these held values.

Frances Hesselbein is currently editor-in-chief of Leader to Leader quarterly. Previously, she served as CEO of the Girls Scouts of the USA and then as chairman and founding president of the Leader to Leader Institute, formerly the Peter F. Drucker Foundation for Nonprofit Management. Her published works include this book as well as its predecessor, The Leader of the Future, co-edited with Marshall Goldsmith and Richard Beckhard, and Be*Know*Do (an adaptation of the U.S. Army's leadership manual) to which she and General Eric K. Shinseki (USA Ret.) co-wrote the Introduction as well as Hesselbein on Leadership for which Jim Collins provided the Foreword.

Twenty-seven individual essays comprise this volume. The material is organized within five Parts:

A Vision of Leadership (Chapter 1)

Editors' Comments: "[Our] book begins where it should, with Peter Drucker's vision of leadership...[His] thoughts on creating organizations that have a spirit of performance built upon the `theory of the business,' creating a positive social impact and demonstrating consistent effectiveness, challenge the reader to both embrace change and become a change leader."

Leading in a Diverse World (Chapters 2-5)

Excerpt: "Leaders of the future will be progressively more cosmopolitan, progressive, diverse, and values oriented. They increasingly will come from countries with enormous growth potential outside of North America and Europe, such as the BRIC nations (Brazil, Russia, India, and China), places where leaders must also address daunting obstacles such as poverty or environmental depredation, regardless of the sector or the focus of their enterprise." Rosabeth Moss Kanter, "How Cosmopolitan Leaders Inspire Confidence"

Leading in a Time of Crisis and Complexity (Chapters 6-11)

Excerpt: "Leadership becomes necessary to business and communities when people have tough challenges to tackle, when they have to change their ways in order to thrive or survive, when continuing to operate according to current structures, procedures, and processes no longer will suffice. We call these adaptive challenges. Beyond technical problems, for which authoritative and managerial expertise will suffice, adaptive challenges demand leadership that engages people in facing challenging realities and then changing those priorities, attitudes, and behaviors necessary to thrive in a changing world. Ronald A. Heifetz, "Anchoring Leadership in the Work of Adaptive Process"

Leading Organizations of the Future (Chapters 12-19)

Excerpt: "Leaders will need to go beyond looking at the work to be done and consider the human doing the work. They will need to understand the incredible pressures that have been brought about by globalization, technology, and competition. They will need to appreciate the hard work and sacrifice needed for professional success in a much tougher world. Leaders will need to realize that as work becomes even more important, and organizations become even more important, they will become even more important - in helping to shape the quality of life and the futures of the professionals they lead." Marshall Goldsmith, "Leading New Age Professionals"

The Quality and Charter of the Leader of the Future (Chapters 20-27)
Excerpt:

"Leaders who think like anthropologists would realize several things. First, they would realize that they are leaders by virtue of their basic fit into the cultural milieu in which they grew up and in which they are now operating. It is all well and good to note that leaders "create" and "change" cultures, as I have argued in the past [i.e. in Organizational Culture and Leadership, 2004], but first they must realize that to change culture you must thoroughly understand the culture that created you and legitimized you...In other words, leaders must be culturally self-c0njscious and be aware of the cultural layers in their own personalities. Second, leaders who think like anthropologists would be conscious of the cultural variations among countries and companies, and among occupational subgroups within their companies." Edgar H. Schein, Leadership Competencies: A Provocative New Look"

Note: Schein then explains in his essay that in addition to thinking like an anthropologist, effective leaders must also have the skills of a family therapist and cultivate and trust artistic instincts.

In the city where I live, we have a number of outdoor markets at which slices of fresh fruit are offered as samples of the produce available. In that same spirit, I frequently include brief excerpts such as these from a book to help those who read my review to get at least a "taste" of the material in question. All of the material in this volume is of a very high quality. The value of each article, however, will be determined by the needs and interests of each reader.

Those who share my high regard for this book are urged to check out Hesselbein's The Leader of the Future published earlier, co-edited with Marshall Goldsmith and Richard Beckhard and Be*Know*Do (an adaptation of the U.S. Army's leadership manual) to which she and General Eric K. Shinseki (USA Ret.) co-wrote the Introduction; also Hesselbein on Leadership for which Jim Collins provided the Foreword.

The Leader of the Future 2 is a labor of love and a gift to all those who enjoy the study of leadership. This is the first book published by the Leader to Leader Institute (formerly The Drucker Foundation) since the death of leadership patriarch Peter Drucker. All proceeds support the Peter F. Drucker Foundation for Nonprofit Management. This book follows the publication of the international bestseller, The Leader of the Future.

This meditative work is the collection of 27 essay chapters that contemplate the kind of leadership needed for the future of the world. Each chapter is written by a respected leadership consultant or educator who provides their unique and challenging perspective on the kind of leader our world needs now and will need in an uncertain future. This collection of "thinkers" has varied experience in all sectors of modern society. As it states in the foreword of the book, "This book delivers a "battle cry" that will mobilize the leaders of the future to build viable, relevant organizations that will sustain us in the times ahead... Planning in the past was rigid, inflexible, and hierarchical, but planning for the future will require leaders to be fluid and flexible, and move easily across their organizations. The Leader of the Future 2 is indeed part of a blueprint for planning in a dynamic new world."

The genesis of the book was the tragic events that occurred on 9/11. Since that event a lot has changed in the world, and will continue to change in our uncertain future. The Leader of the Future 2 divides its 27 chapter into 5 interesting parts. Each part focuses on a certain aspect of leading in the future like vision, diversity, complexity, change and character. This is a book for serious thinkers and at times is not easy to read. Some of the gifted contributors would be the first to admit that writing with clarity is not their greatest personal strength. But in all fairness, they are looking back on the past with eyes toward the future and this is always an ambiguous rehearsal. The Leader of the Future 2 is brain-candy for anyone who likes to step outside of everyday thinking and ponder the "what-if" of tomorrow!

In a 1964 obscenity court case, then U.S. Supreme Court Justice Potter Stewart wrote that pornography was difficult to define, but noted, "I know it when I see it." The same might be said of leadership. Since 1990, the Leader to Leader Institute (formerly the Peter F. Drucker Foundation for Nonprofit Management) has dedicated itself to examining, defining and elevating the art of leadership through books, educational materials and its respected journal, Leader to Leader. This book is a sequel to the Institute's The Leader of the Future, an international bestseller published in 28 different languages. This follow-up volume features 27 essays on being a leader in today's complex, challenging world. We confidently recommend this leadership treatise, which presents the informed thoughts, insights and opinions of respected experts from academia, the media, business, the military, the nonprofit sector and numerous other venues. Thanks to such contributors as Stephen Covey, Howard Gardner, Rosabeth Moss Kanter, Jim Kouzes and Barry Posner, this collection of essays clearly addresses the challenges of modern leadership.

Once again, Marshall Goldsmith and Frances Hesselbein have provided readers with an essential guide to the biggest challenges and the best thinking of thought leaders and practitioners in the field of leadership. In a world in great need of leadership, this book provides an array of outstanding contributions from those who have shaped and inspired this field. This book provides a superb addition to the libraries of all those who care deeply about leadership -- and who among us does not (or should not)?

Rachelle J. Canter, Ph.D.

Just like Doctors Without Borders provides new life in treating patients worldwide, Leadership Without Borders provides invaluable information to business leaders in an increasingly global economy.

As the rise of technology has launched newly industrialized economies to grow at a rapid rate, internationally acclaimed author and speaker Ed Cohen has assembled a timely team of international executives in this exciting new book to share their global wisdom on how to navigate the global marketplace.

Ed and his team at Satyam Computer Services, Satyam School of Leadership, along with American Society for Training and Development, surveyed and interviewed hundreds of senior leaders who have lived and worked in 60 different countries. Along with leaders from such diverse companies as American Express, Boeing, Rolls Royce, Panasonic, Citigroup, Eli Lilly, Sony, Nike, the Gallup Organization amongst others, Cohen takes the reader on an insider's journey through cultural diversity to successful global business strategies.

Leadership Without Borders is a must-read for anyone wanting to build and enhance their global leadership skills and/or gain a comprehensive understanding of the changing worldwide economic roadmap.

Howard E. Richmond, M.D.

This book is a very easy read, so Ed will be able to keep the attention of non business readers as well. Ed does not take the conventional sermon type approach of `I know more than you so listen to me' but proves his views in a factual yet storytelling manner with real life snippets from leaders intermittently. It's not that a lot of the traits and characteristics he talks here are unknown to readers, but this book will help readers take a culturally complex issue and look at things from other's perspective. I am currently leading a pursuit where the delivery team is in India, other stakeholders are in UK and USA and I face daily challenges regarding `yes does not necessarily mean yes' and `things I take for granted are interpreted differently' type of issues.

I think this book so far has re-taught me to be more patient dealing with intercultural challenges. This book is an essential read for anybody working across cultures or aspires to do so.

This book opens one's eyes to a new worldview. Each of us have daily opportunities to demonstrate leadership globally because we all live, work and communicate with people from all over the world. Ed Cohen shows us how to be and do it. It is a fresh perspective because it integrates state-of-the-art people and organization development principles and techniques with classic business strategies and practices. It is innovative because it shines light on a "path or road" of best practices that many organizations have not yet travelled. Do you or your organization want to thrive in the global economy? Then you will find numerous "recipes for success" here. The personal stories from a plethora of proven global leaders brings to life the concepts, principles and ideas discussed. This book brings the whole world into your room and you get to meet the prototype of the "new" global leader. It is both ahead of its time and still right on time. Since global business is here to stay, this book is an excellent guide for people and organizations that want to break old ideologies, paradigms, and mental frameworks. It opens the door for one to enter into the "new world order" of business and life.

Leadership Without Borders is well written with anecdotes and stories providing great advice from leaders around the world who are living the global experience. The first half of the book provides candid advice and information that is immediately usable in the workplace, for all leaders. The second half of the book provides great ideas and details using specific case studies from major companies throughout the world. I especially enjoyed reading about the journey that Booz Allen Hamilton has taken to merge totally, different cultures. Dr. Ralph Shrader, their CEO, hones in on how the leaders at Booz Allen agreed upon core values and common career paths resulting in a firm that is an even stronger competitor. The Vodafone chapter, contributed by Antonio Aleman, is also a great read. Vodafone brought together many different companies to form one Vodafone. Along the Vodafone was able to renew its value propositions for customers and employees around the world. All and all, Leadership Without Borders is a great read with solid information.

It's a daunting task to take a challenging and complex topic like global leadership and talk about it in a way that feels not only real, but also truly achievable. Mr. Cohen has woven in just enough of his personal experiences and heart-felt stories to make this an engaging read. (The man knows EVERYONE!) And, oh by the way, you learn from him some practical and realistic techniques to focus on in comparing and contrasting "traditional" leadership with global leadership competencies. The comparison of the competencies of these two types of leaderships and the interesting results from all the benchmarking he did with successful global leaders makes this a very worthwhile read.

I have read this book. I was with A Co., 3rd. platoon during this time at Hue. It was a very trying time for all of us. I was also one of the people who was with Capt. Helvey when we went on our little night trip. The book talks so much about the first few days of the month of Febuary. In fact we were there for the whole month. It was Feb 24 that My machine gun crew was killed as we were trying to advance toward Hue, "AGAIN". To Broadus Dale Hilyer, "Rest in Peace" You were a great friend.
The book also reflects on the Que Son Valley. I have since had the pleasure to meet Jim Hietz who was wounded on Jan. 7, 1968. Jim was also in the 3rd platoon. We met for the first at a 1st Cav. reunion this year(2002), Wow, what memories we had to talk about. I will also add that I was and will forever be impressed with all the many fine people that I met at this reunion. History is in this book, good, bad, or indifferent, it is there for everyone to read.

George Patterson

I am one of the three Pathfinders with 2/12 and was in the foxhole to the left of Mr. Krohns. He did a wonderful job of telling it exactely the way it was. I can still remember that night as if it happened yesterday. I returned later with 5/7 and recovered the deceased troopers we had left behind.
Juan C. Gonzales(Night Jumper 4-2)

Charles, I want to thank for writing this book. For years I lived with the memories, questioning what had happened. I was in Company D, and on Jan 3,1968 they did use a flame thrower, the guy just missed me. I became a WIA just days before the end of your book and I was able to relate my experience during this time. Again, Thank You, it really helped.

Charles Krohn has presented a well researched book that sheds new light on a complicated battle, the fighting for Hue City during Tet. His book is a valuable addition to history because it specifically deals with a regularly overlooked topic: the 2/12 Cavalry's involvement in the battle for Hue and it's fight against the NVA headquarters there. He was there. In addition, he touches upon the battalion's earlier fighting in the Que Son Valley.

I was the 2-12 Cav S-2 from January 2000 to July 2001, this book is everything a staff officer should and must read. I came upon the book because it was about my unit, it has been deliberately overlooked by army professional reading lists. Mr. Krohn's account highlights the unfathomable value of honesty and integrity in our profession; the lack thereof causes lives. An excellent read, a heart-wrenching story even today for those who were not there. "Those who do not study the past are doomed to repeat it." Thank you Mr. Krohn.

Wolf broke the mold when he wrote this well-received book. He lays out the traditional ways individuals think about their issues and challenges, yet he offers optimistic and realistic ways to overcome one's doubts, shortcomings, or anything else that is holding you back at becoming the person you want to be. I purchased this book years ago and I still refer to it for its wisdom, practical advice, and eternal wisdom. Well done Wolf.

Randall Ponder, Author, "Leadership Made Easy"

Dr. Wolf Rinke is skilled in teaching individuals and organizations how to have fun and then watch the work get done! His book is packed with practical instruction and tools to accomplish every daily objective with purpose and passion. Dr. Rinke's principles are applicable in all professions, sports, and activities of daily living. His writing is an art; well researched and inclusive of the input of numerous respected and highly successful people today! This book is truly a daily diary of action for success in every area in ones life.

I purchased "Make it a Winning Life" at Wolf's workshop and began applying his six powerful success strategies and can tell you they really do work! Wolf empowered me to dream big and turn that dream into reality. I left my job of 15 years, began a nutrition consulting business and several years later wrote "Gluten-Free Diet: A Comprehensive Resource Guide", which is now a national best seller. This has resulted in a variety of speaking engagements throughout North America and frequent media interviews including the NBC Today Show. In addition to a very satisfying career, I'm blessed to be able to work from home and be with my family which is number one. I highly recommend Wolf's book and challenge you to make it a winning life!

I purchased WOLF'S book in 1993 and I have read it many times. Being a professional speaker in Canada I have used some of his great material in my motivational seminars. The book is easy to read and I recommend it for any person who wants to grow as an even better person.

Today I ordered another of his books: THE SIX SUCCESS STRATEGIES FOR WINNING AT LIFE, LOVE & BUSINESS.

I have read numerous motivational books, and this one is the best. It keeps the reader involved with exercises and suggestions. It's meaty; no irrelevant fluff. I have read it four times so far.

I found `Making Strategy' a very useful guide during my Honours Operational Research project. Making Strategy demonstrates the best use for Management Science techniques such as Oval and Cognitive Mapping and Strategy Delivery Support System (SDSS) to name a few. It also provides excellent advice and guidance on more general topics such as running group workshops and interviewing.

Examples are given where techniques and methods have been applied in practice in several different organisations. They highlight the areas where the different tools may be applied.

As it's name suggests `The Journey of Strategic Management' it takes the reader on a `Journey' - through different stages which can occur during strategic development and therefore is a valuable practical guide for any project of this nature.

This book would prove beneficial not only to students but to any academic or practitioner involved in strategic thinking.

I had always believed that UK had a few business schools like London, Strathclyde and Cranfield comparable to the top US schools. The quality of this book, by two Strathclyde academics, re-confirms that. It very clearly establishes that "Strategy" is not just the pre-occupation of the board, it is every manager's business. And it shows HOW that business has to be handled. Very useful for consultants like us.

Eden and Ackermann have written a book based upon there experiences of working with management groups in industry. The book is an excellent contribution to our knowledge of 'developing and managing strategy'. The book takes the student through the process of building strategy, putting the student in the centre, enabling the student to build strategy of a company or organisation. This approach is unique and a fine example of how to teach and learn about the subject. The book uses models as a process to develop strategy, i.e cognitive mapping and Decision Explorer. The book is aimed at students that are final year undergraduates or Masters students. When using the book, students need a knowledge base in 'modelling skills'.

On the downside, the book has a complex indexing system which takes a while to 'get the hang of'. The book promotes Eden and Ackermann's approach to developing strategy, which is based upon a 'reasoned thinking' style. There are other approaches.

But taking everything into consideration, this is simply the best book on the market!!!!

I have therefore decided to adopt this book as the main reader for my students at Napier University.

Ian Yeoman Napier University Business School Edinburgh

This book is first rate and brings together all of the most important concepts in strategic management. It is written in a three part format of theory, case examples, and practical tools. Thus, the book should appeal to a wide audience: academics, managers, consultants, and practitioners mainly interested in learning new tools and techniques. Topics in each part are uniquely cross-referenced to the other parts, much like hypertext links so one can follow a thread from theory to case studies to tools and vice versa. Thus, the book does not have to be read cover-to-cover from the front; one can start at a point of greatest interest and follow the threads.

The first part describes strategy making as a JOURNEY, both as a metaphor and an acronym for the process (JOintly Understanding, Reflecting and NEgotiating strategY). The center piece for strategy making are the cognitive mapping/oval mapping techniques (invented and pioneered by the authors)so useful for revealing various key managers' mental models of their organization's internal and external environment. Also first rate is the authors' treatment of the politics of strategic planning, stakeholder management, and the role of emergent strategy in an organization; topics not often covered in depth in most stategic planning books, but often key determinants of success or failure. Additionally, there is a chapter on managing alternative futures, which integrates the very powerful scenario planning techniques into the JOURNEY process. The second part illustrates the theory from a case studies point of view and highlights the problems encountered by the authors in putting the theory into practice in various types of organizations. The third part covers how to faciliate and structure the various workshops and offsites, and the use of certain software tools such as Decision Explorer for creating the cognitive maps.

If you have ever embarked on strategic planning and have come up with a set of goals, but somehow just couldn't come up with a cogent strategy or a way to realize these goals (particularly in public and non-profit sector organizations), this book is a must for you. Other superlative books available from Amazon that should be read in conjunction with this one are "Strategic Planning for Public and Non-Profit Organizations" by John Bryson (particularly the revised 1995 edition which touches on cognitive/oval mapping techniques in conjunction with Bryson's Indirect Method of building strategy) and "Scenarios: the Art of Strategic Conversation" by Kees van der Heijden (particularly relevent to managing alternative futures).

You might plan, but only action will influence the future! In their strategy JOURNEY, Eden & Ackerman takes this seriously. Therefore they abandon normative strategy-approaches and show us instead the possibility to exploit cognitive diversity, tacit knowledge and emergent strategy. They also stress the importance of negotiating with stakeholders, powerbrokers and personnel to come to decisions, actions and insights that shape the strategic future of an organization. This is not an ideal picture - it's a realistic conclusion from decades of practical work with companies and non-profit organizations trying to create their future in a context of the messy problems of every-day life. Each organization has to find it's own way. The authors give us an inside-view of these experiences and explain in detail the methods and tools used.

Although "Making strategy" has a practical focus on how to make the JOURNEY of strategizing happen and it easily can be used as a consultants handbook, the theoretical foundations are not neglected. Eden & Ackerman make a clear stance that the world that counts in strategizing is the one we percieve, and that decision-making in organizations involves more than one logic. The authors emphazise the process of strategizing and leave the ontological question open - if we learn from our actions, we will also get to know whether or not we were right in our assumptions about the world. Since we cannot forecast the future with enough precision to make long-range action plans in advance, we have to learn while we strategize. Continuously we have to question our assumptions, redraw our plans and consider how new directions influence the social order in which action takes place. These experiences and insights are convincing - and the methods and software tools are immensly useful. If you want to get things done.

Julie Morgenstern does a great job of clearly talking about steps to take to be more efficient and effective at work. It is a great resource.

Julie Morgenstrom fills every page with practical tips on how to manage critical aspects of life at work. Since I began using her tips on email management, I am in full control. Definitely worth the investment.

Although the title of this book suggests that the content is purely work related, it is very helpful if you want to learn how to balance your personal and work life. The most helpful part of the book for me was "Control the Nibblers." I was able to recognize my blind spots, then after figuring out my top three time wasters and biggest interruptions, I implemented the author's helpful recommendations. I have also implemented her suggestions about organizing meetings with considerable success. I certainly recommend this book.

Typically, the mentoring process is a two-way dialogue that takes place over lunch, in the gym or on the phone. But author Julie Morgenstern changes the traditional mentoring model. Speaking out from the printed page, she mentors by remote. Morgenstern offers useful career guidance and concise tips, organized as concrete "Grab and Go Strategies." Her colorful examples, logical chapter summaries and chatty case histories make her book outstanding. Occasionally, her advice is repetitive, but overall it's hard to find fault, because she is so clearly smart, thoughtful and on your side. We recommend this mentor's manual to every professional, including the overworked, self-employed and underemployed.

Just what I needed in the nick of time. As with all useful popular psychology books, its efficacy is in the reader making an effort to follow through with a plan, and Morgenstern inspires me to do just that. I especially appreciated her quickstart program. Saving the procrastination-potential reading until I've got a handle on some of my clutter--in both time and space! Speaking of which, being as visual as I am, I especially appreciated her sketch/analogy representing the inside of a (my) closet as it aligns with the inside of a (my) calendar! They look the same. If I can organize my closet in space, I can organize my calendar in time!

A short, well-written exposition of maneuver warfare theory, as explained by one of its most well-known advocates. The book was originally written during the 1980s as a capstone piece for the U.S. Marine Corps' self-conscious transition to a new warfighting doctrine emphasizing out-maneuvering the enemy, as opposed to wearing him down through attritional warfare and firepower. The theory portion itself consists of about half the book, with the rest containing various case studies for the reader to outline what he would do in a given situation, and after which Lind presents his own comments.

Reader should obviously keep in mind that, as with all theory, the books message is not necessarily going to be the definitive solution to every military problem. That depends on the army and the circumstances.

Professor Terry Tucker, Senior Doctrine Developer, Saudi Arabian NG Modernization Program;
This book is an important and must have classic. For those that think that contemporary maneuver war has been replaced by post-modern insugency, don't bet the farm on it just yet. Certainly Mr. Lind in recent years has taken serious heat for his unconventional views ( no pun intended) on warfare; and if you are familiar with some of the controversy or have read his material you must set all that aside and buy this book anyway.
Despite the fact that this author does not have military experience, in hindsight, as a career soldier, I wish now that I would have had the benefit of this book when it was first published in 1985. This book is clearly written, provides first class examples and is the best book on manuever warfare, bar none.
If you are exploring insurgency and asymmetrical warfare you will still need this book.
For students of insurgency and terrorism you will need to buy this book and think about what the author conveys in terms of asymmetrical warfare, you will have new and wonderful revelations about the conduct of insurgency if you do.

Bill Lind has written the bible of manuever war. This consise little book is used as a text by the US Marine Corps. They must know something and you would be well-advised to follow their example. Get this book, otherwise manuever war will be just another phrased you will hear from talking heads.

This is a truly influential book. It explains the concept of "Maneuver Warfare" and contrasts it with the US Army's attrition based "AirLand Battle Doctrine". It covers topics such as mission orders, recon pull, decision cycles and tempo, use of the reserve, commander's intent, and other key concepts that teach a junior military leader HOW (vs what) to think.

Based on Boyd's revolutionary OODA cycle theories, it shows how a quick acting, agile force can constantly beat larger, heavier equipped foes. After reading this book you will understand exactly why the German Army of 1940-1941 was so effective against the larger and better equipped French-British, and Soviet Armies.

The book is divided into two halves. The critical part is the first half which explains in clear, understandable terms how maneuver warfare works. The second half is a series of tactical decision games that offer practical examples to teach junior leaders these concepts.

This ideas in this small book were adopted almost verbatim by the USMC for their land war doctrine. This doctrine was so effective in combat against the Iraqi's in 1990 that the US VII Corps had to move up its attack by approx 48 hours to prevent the Iraqi's from completely escaping before the marines pushed them completely out of Kuwait.

This book has served for years as an underground "bible" by maneuver warfare officers looking for a resource to help train junior leaders critical maneuver warfare concepts. While many look to technological answers to 4th Generation Warfare, this book give ideas that apply instead to people and tactics. It leaves the reader with a solid understanding on how men make decisions in combat, as well as how to translate that knowledge to a military advantage. It is a MUST HAVE book for Combat Arms officers and junior leaders.

Though never a U.S. Marine himself, Bill Lind has done more to safeguard the Marine rifleman than any living general. During the Corps unsuccessful attempt in the late 80's to tactically evolve at the squad level, Bill Lind was the Commandant's personal adviser. His book-Maneuver Warfare Handbook-formed the backbone of that effort. It was required reading throughout the Corps at that time. As that tactical evolution has yet to occur, the book is still vitally important. It takes self-sufficient light-infantry squads to beat guerrillas/insurgents.

In this book, Fari Hamzei has gotten a dream team of contributors to share some of their expertise with the end result being a well rounded and insightful set of views on markets. I would say that this book is better suited for market participants with some experience, as opposed to beginners, because even though the material is not highly technical, it does come from the point of view of skilled practitioners. A rarity for a book on trading, there are actionable ideas from all contributors, each of whom seemed to make genuine efforts to contribute something of value, starting with the superbly written introduction by Greg Collins who sets the table nicely.

The primary focus is on equities, but the eye-opening technical insights offered by Kevin Tuttle could be applied to any market, as could the use of relative strength and sentiment by Frank Barbera and the interpretation of volume presented by Tim Ord. Dave Miller's chapter on biotech stocks was fascinating, and I feel like I gained a meaningful understanding of a market sector I had previously not comprehended at all. The chapters on options by Najarian, Leontyev and Jacobsen were easily worth the price of the book. While there was nothing in the book I felt I should skip, one of my favorite chapters was by Jeffrey Spotts who put forth a very compelling synthesis of technical and fundamental analysis, complete with several basic examples. Add to this the fact that market legends Jeff deGraaf and Steve Shobin contributed as well, and you have a book rich with insights.

I had time to read this very well compiled book over the holidays. The book is a worthwhile read for anyone interested in improving their own trading techniques as well as gaining insight to different methodologies used for successful trading. The Chapter written by well-known Investment Strategist, Jeff DeGraft was very good in pointing out the contrasting strategies used by Technicians versus Fundamentalists. Frank Barbera writes an excellent Chapter on Sector Analysis. I thought his explanation of how his methodology of using particular market tools has evolved over time was very insightful. Additionally, he explains the changes that have occured in measuring market sentiment over the years. The Traders interviewed are successful and each have a deep passion for their work. They each have their own unique methodology which has translated to trading successfully in the financial markets. The book was especially enjoyable because of the passion conveyed from each Trader regarding their work. I recommend this book if you are a student of the markets.
K. Hetzer CMT,CIMA,CFP

If you compare this book directly with Market Wizards I & II, you will definitely be very disappointed. However, if the presence of one or two very bright ideas in one single book can already satisfy you well, you may still give it a try. IMHO, the chapter by David Miller (Keys to Biotech Investing) is outstanding, whilst the rest are just so so or even substandard. Sorry to say that there are many better alternatives in the market of the "various authors" genre, like the aforesaid ones and "Inside the House of Money" by Steven Drobny. In short, not recommended.

Before becoming a professional trader, I had success both on an academic, professional, and entrepreneurial level. The most important thing I learned was to find successful people who were doing what I wanted to do and then learn everything I possibly could from them. This may sound simple, but research shows successful ventures often fail right after some of their most successful years. The same thing occurs in financial trading. Someone has initial success, but then fails to adapt, grow, and change. Consequently, the market crushes them. This is usually due to being too rigid in their views or a lack of rigorous discipline that enables them to continually stay ahead of the curve. The best way to avoid these pitfalls is to study the "best" and learn how they achieved and maintain their success. In the military, there is a term called "ground truth." This information is considered the most valuable. It is distinguished from the theoretical and refers to what has actually happened on the field of battle. In his well researched book, Fari Hamzei has brought together some of most relevant voices today in investing and trading financial securities. It truly is packed with some of the most valuable "ground truth" in the field of trading. Whether it is Kevin Tuttle's insights into technical analysis, quantitative screening, and divergence theory or Tim Ord's methods in identifying buy and sell signals through evaluating volume and price, Fari Hamzei gives a rare behind the scenes look at some of the best financials professionals in the field. In addition, Hamzei's pioneering work on dollar weighted put/call ratios is an extremely valuable market sentiment indicator. I have not even mentioned Alex Jacobson, Phil Erlanger, etc... Simply put, this book is guaranteed to change the way you see the market and trade it. I whole-heartedly recommend you read and reread "Master Traders."

All in all I'm glad I read the book. There's a couple of chapters on options that I learned one thing that more than paid for the price of the book and my time to read it. I was a little disappointed with the book however. Most the technical analysis chapters are simply inpractical for the average home based investored to use. They would require a lot of manual number crunching, or a subscription to a website.

But still, there were some gems in the book, and I've changed the way I would enter some options trades after reading it, so it still gets 5 stars.

This book does a great job of synthesizing the current state of business strategy thinking and introducing a model for practical application. I am using it in my business and having great success.

Mastering Strategy provides a way for executives and managers, who have expertise in other fields, to think about organizational design and strategy. The "template" is logical and organizes the complex organizational setting into a group of manageable categories for the purposes of planning, organizing, allocating resources, and evaluating.

Mastering Strategy deals with the fundamentals that are essential to moving an organization forward regardless of the other tools and models that may be applied along the way.

If an executive or manager needs a fundamental framework to think about strategy or wants a tool to further the strategic efforts in an organization, Mastering Strategy is a good place to start.

Mastering Strategy by Rigsby and Greco is a truly exceptional piece, which nicely blends academic thought with actionable lessons. The authors manage to superbly tie in insights from some of the world's greatest leaders and make it relevant to any industry or discipline. By managing to coalesce theories and strategies of the finest minds, they proffer forth an Organization Dynamic Model that organizes diverse and specialized disciplines into a workable and understandable framework. Read it, understand it, and most importantly, learn from it. A definite must read for anyone even cursorily involved in strategy formulation or strategic execution.

At last - a straight-forward, practical book on a subject so vitally important in today's challenging business environment. For over 25years, I have been actively engaged in strategic planning, both as a business owner and a consultant and have read countless books on the subject. MASTERING STRATEGY is the most comprehensive and, at the same time, readable of them all. Rigsby and Greco have done a masterful job of identifying the best practices of the world's most successful companies, relating their performance to specific strategic success factors, and developing a strategic planning model based on their research. Moreover, they have tested their ideas in the glaring light of the marketplace through their consulting practices and, in so doing, have demonstrated the efficacy of their model. I strongly recommend this book to anyone in a position of responsibility - or aiming for such a position - in any business, whether small, large or gigantic, as well as to consultants whose focus is on helping their corporate clients improve profitability. Your money and your time will be well invested!

After using a typical, traditional text for my grad class in Management and Strategy, I discovered Managing Strategy in Amazon. The book was an immediate hit with my students because of the way it distills concepts of strategy as presented in the typical textbook and relates them to the real world of organizations in a practical and readable fashion. I would highly recommend this work to students, faculty, and managers alike. The price is unbeatable and the buyer will have a source which can be used continually in the workplace. Perhaps this books sets a precedent for texts (although it is not the usual text) in other related fields. I would like to see such a format for organizational behavior and for leadership as well.

L. Gene Elliott, Ph.D.
Adjunct Professor of Management
Webster University-Greenville, SC Campus
Greenville, SC