Strategy Books

As you should expect from a book that claims to 'make strategy work' this book for me does exactly that. Make it work. It borrows principles and concepts from other major works over the recent years, like Good to Great from Jim Collins and elaborates on them in several chapters, most of them focusing on singular subjects that prevent the strategy from working: culture, leadership, behavior, structure etc.

I personally like the mix of conceptual models and basic tips and tricks, but this can also lead to a middle of the road book that the more practical-minded or the more academic might not fancy. Take your pick.

Keeping implementation in mind when creating strategy is a sound strategy. Packed with excellent case studies, Making Strategy Work is a fine guide for managers and leaders to get things done. I recommend this book along with Good to Great: Why Some Companies Make the Leap... and Others Don't, starting with the "Who" then moving on to the "What".

"Making Strategy" contains tons of topics, case studies, and specific methods to improve the implementation aspect, after planning and, how to make change and then manage the change. Each chapter has several detailed related sub-chapters.

Chapters:

1. Strategy Execution is the Key
2. Overview and Model: Making Strategy Work
3. The Path to Successful Execution: Good Strategy Comes First
4. Organizational Structure and Execution
5. Managing Integration: Effective Coordination
and Information Sharing
6. Incentives and Controls: Supporting and Reinforcing Execution
7. Managing Change
8. Managing Culture and Culture Change
9. Power, Influence, and Execution
10 Summary and Application: Making Mergers and Acquisitions Work

Hrebiniak first notes the education system where minds are molded. MBA programs focus on the formulation of strategy and functional planning: competitive strategy, marketing strategy, financial strategies, and so on. Execution gets little attention. Most managers delegate the implementation of plans to the employers under them. A key point in this book is that planning and execution are interdependent. Execution is a process, and it involves more people than just strategic planning does.

Many factors influencing who and how things get done emanate from the organizational power structure, the leadership climate, style of approach, and centralization vs. decentralization.

Some of the companies and examples listed are Johnson & Johnson, Citibank, South West Airlines, Phillip Morris, 7-up, ABB, GM, Dell, Kraft, and more. Case studies and Hrebiniak's personal experiences add relevant points and examples.

When certain companies such as Microsoft interviews applicants they are generally not concerned with academic achievements (grades) or professional accomplishments but instead focus on how the applicant, if hired, would fit in and jell with the team he/she would be joining. This is called "cultural due diligence." And Hrebiniak emphasizes that within companies culture is not homogeneous. Even moreso when M&As occur. Or, when a company has different and autonomous decentralized Strategic Business Units (SBUs) producing vastly different products in different markets (e.g. Johnson & Johnson).

This is a helpful book on how to do things more efficiently and effectively. One quote I recall from the first page of this book is, "The problem with poor performance typically is not with planning, but with doing." And this goes for about everything. The questionnaire in the back is a survey and is helpful to those who conduct it and those who respond. "Making Strategy Work" is highly recommended.

I have been somewhat confused by complicated strategy map like approaches. I love the simplified and common-sense approach to making strategy work presented by Dr. Hrebiniak. One can use it in developing strategy for execution, and improving success rate of strategies from 10%. I plan to use it in making strategies for business intelligence and innovation work!

Considering the high ranking and the established name of Warton School, I bought this book. Whether you like this book or not, depends mainly on what you are looking for.

The author says, making strategy work is more difficult, than finding a suitable strategy for the business you are in. Following my own experiences I doubt this. How many companies do we really know, that have a sound strategy that can be simply expressed and proofed right by many years of succes? Go to the shopfloor and ask your employees simple things as e.g. why your customers buy from you and what your business is or should be about. Although the author does not focus on how to build a strategy and covers the aspects of strategy implementation, a good strategy will first of all decide, whether any implementation has a chance for success.

A good strategy gives you answers on:

1.) Who are we and where are we actually (not only internal view) ?
2.) Where do we go ?
3.) Why will we be succesfull ?

Answering this questions will cope with the core question of strategic marketing as positioning and differentiation as well. Implementing any longterm strategy is mainly dedicated to leadership, preliminary people development around core competencies and step by step project management by having easy and consistant measures defined.

There are to many basic statemants in this book and definitions - just common sense. Focus on analysing your current external position and the internal view, the strategy definition and the strategy implementation will be much easier. Change has mostly to do with communication and telling the story as it is, the rest relays on your leadership and how convincing the need for change is. Eliminate the "jerks" and develop the "right" people and your strategy will move forward. The question about the "right" people is linked to change management and leadership, but non of this books will provide you the answer of this question.

Even though softfactors are important, any book about making strategy work should first of all rise a few questions what preliminary answers on important questions need to be on hand?

Best Regards,
Oliver

A good selection of illustrative business cases, occasional thoughts that we had at the back of our mind organized and presented in a clear and enlightning way. Logical and convincing theory. Good reading for managers who want their daily routine to be in tune with the global picture.

With so much being written about 'delighting customers', the 'customer experience', 'customer satisfaction' and the like it is great to read a book that really goes beyond the ordinary, to really dig into how organisations can really leave their competitors behind.
And it's none of this; engage customers differently or deliver compelling offers, this book really takes it to the next level.....Compelling Value, Power Offers, Vibrant Satisfaction, Vibrant Engagement and Vibrant Retention.
Great descriptions that really help organisations understand the need to go beyond good to the heart of building momentum.
If you've read all the standard texts on the topic, I'm sure you'll find a stimulating, thought provoking journey beyond ordinary thinking.
Enjoy!

This book is about how to create profitable growth and sustain that growth indefinitely. Achieving this state of indefinite profitable growth is called momentum. Momentum results from an intense customer focus that permeates the enterprise. Notions relating to customers - insights, value, equity, offering, satisfaction, retention, and engagement -- are given qualifying labels, explicit momentum oriented definitions, and represented as modules of a system of an iterative synergistic process. This process develops traction with customers and removes resistance to growth while focusing all the sources of energy of the firm on building and keeping the momentum going. This is a complete framework for what the title of the book claims - how to ignite exceptional growth. Each stage of the process is described along with related case studies that provide evidence of the effectiveness of the process.

Applying this momentum framework as an interpretive lens to businesses reveals compelling insights. One insight is that a business with a disciplined approach to providing compelling customer value and creating vibrant customer satisfaction actually does this at a lower cost than a business not so oriented. And, of course, the kicker is the phenomenal profitable growth and value that accrues to the firm practicing the principles of momentum. Another insight is the cumulative results that come about with such a tight-knit discipline. Over time, even small advantages in cost or growth factors in the business result in tremendous leads over competitors - like the miracle of compound interest - putting a firm into a whole new arena, i.e. leaving competitors trailing in their wake.

What is particularly good about this book is the thoroughness with which a very complex subject has been addressed. Each essential idea, such as `compelling equity' or `power offering,' is explicitly defined to bring home what it means specifically to this process. Frameworks and constructs explain how to pragmatically address the essential idea in each module of the overall process. For example, there is an Insight Discovery Matrix for flushing out Compelling Insights. There is the Customer Value Map and Wedge to define what the customer perceives as value. The frameworks bring effective guidance to what are otherwise too often unstructured activities. One particularly powerful framework is the Action Roadmap to Momentum that guides the mobilization of stakeholders, detects friction and insights, and converts customers. Disciplined use of this framework, even by the most successful firms, will prevent management from falling into the traps of hubris or complacency. Essential to effective management, possible performance metrics related to each of the essential ideas are provided as well.

What I think makes the momentum approach particularly effective is that the inherently messy process of exploration is given the structure needed to manage it but, at the same time, not destroy the messiness that is essential for creativity to thrive. A vital element of exploration is the technique of iteration. The power and value of iteration is often unrecognized and untapped by impatient management. Here it is a central theme to the whole approach.

An important contribution to the discussion of business models is noting the design and execution of the firm's offering as a business model in and of itself. Larréché identifies three renditions of an offering creation business model as it has evolved over time. First is the product-focused model: develop the product, make the product, and sell the product. Next is the value-delivery model: select the value proposition, create the value, and communicate the value. These first two models are linear models. The third model, the momentum model is an iterative, interactive, and integrative model that brings the design and execution of offerings into one symbiotic relationship.

The employee momentum, the internal momentum that complements the external momentum, is addressed with the same model and principles as the one that addresses the customer. The leadership to build momentum and create synergy between customer momentum and employee momentum is also addressed. Both the employee momentum and momentum leadership are part of the overall momentum puzzle to be solved.

A lot is packed into this book. It may require some study to capture its full value. It is a valuable contribution to the art and science of management.

THE MOMENTUM EFFECT - HOW TO IGNITE EXCEPTIONAL GROWTH covers all aspects of management, both external and internal, of a successful company sustaining high growth. It demonstrates how momentum powered firms significantly increase value for all stakeholders, including customers, employees and shareholders through the following eight steps:
* Momentum Design
o Compelling insights that can only come from time spent with customers;
o These insights lead to compelling values by understanding the deeper human drivers;
o Compelling values lead to power offers meaning power with customers and power to generate growth;
o Power offers generate customers with compelling equity maximizing the value of customers to the firm;
* Momentum Execution
o Power offers are continuously tweaked and improved until they become irresistible;
o The delivery of the power offer leads to superior customer satisfaction what the author calls vibrant satisfaction;
o Vibrant satisfaction leads to vibrant retention and
o Vibrant engagement of the customer. Momentum companies engage customers at an emotional level to generate positive, momentum-driven action.

Each of these eight essential components of momentum strategy are described in detail and richly illustrated by real life stories from momentum companies like Wal-Mart, BMW, Skype, Apple and IKEA, to name just a few. These momentum driving components allow you to systematically harness the powerful, sustainable energy that can take your firm to the new efficiency frontier, driving the exceptional growth that will propel you into a different league. Finally, the Momentum Effect is a never ending journey, not a destination.

Jean-Claude Larreche is professor at the renowned European management school INSEAD and a consultant with leading global corporations.

THE MOMENTUM EFFECT is a joy to read and a must read for anybody who needs to excel in today's competitive world. Kai Wenk-Wolff (MBA INSEAD) is a turn-around specialist for manufacturing operations.

When I first leafed through this book, I thought it was a novel. How else could one interpret the fact that tables, figures and diagrams are just a small part of only the 10% of its total pages! Authors of scientific, marketing and management books have not used us to such a minimalism. J.C. talks substance, not visuals. Even for this reason, this book is exceptionally impressive. This "nothing less than exceptional growth" book smells strong, innovative thinking. It's a book on business total philosophy rather than a simply marketing or management text. It provides a sharp anatomy of things, supposedly known in a business enterprise, with the result that bold substance is revealed. Doing things right is not enough for Larreche. One has to do things exceptionally right. "Very satisfied customers" is not enough. Delighted customers should be the basic purpose of any business. Superb, total value to customers is running throughout the book. More revenues for less relative marketing expenditures is to look for. Anything else does not provide proof of the existence of momentum in a business firm. Larreche, a recognized expert of marketing, emphasizes its customer value building wisdom, rather than its routine functional elements commented about and stressed in all common marketing texts. This book, as product, provides the customer with real super value. It has been some time since I read a real best seller to be!

The book provides a sophisticated yet practical approach to Corporate Portfolio Management (CPM) which invites managers to consider many facets that will challenge or support the CPM initiatives.

My favorite part is the section where Sanwal lists "the deadly sins" of CPM. These negative examples provide managers tools to anticipate organizational difficulties and adjust their proposals on CPM proactively.

The book highlights a significant problem in the corporate world. The seven deadly sins section idenitifies key challenges found in many companies while the case studies provide real world examples of those leading the charge. Good job!

Definitely one of the best books that I have read on the subject! It combines well the academic aspects of portfolio management with honest insights into corporate realities. And the well-paced narrative makes it a great read!

I lead my company's IT portfolio management effort, and this is one of the most well-written strategy books I've ever come across. It does an amazingly good job of demystifying what can be a complex topic.

Major pros of the book:
- No jargon, acronyms and generally useless platitudes and overgeneralized frameworks like I've seen in other books on the topic. Straightforward, conversational tone makes the book very easy to read.
- Very practitioner oriented
- American Express case study - What the company has achieved is remarkable and definitely the best example I've seen
- 7.5 deadly sins of corporate portfolio management - These were spot on

Optimizing Corporate Portfolio Management: Aligning Investment Proposals with Organizational Strategy

Alike most readers who have reviewed the book on these pages, I approached "Optimizing Corporate Portfolio Management" with much gusto. Despite the catchy title, I soon discovered that the stake did not match the sizzle.

What is undobtedly the most valuable contribution of the book is its practical approach to managing corporations as portfolios. The book contains a number of proven examples that a pactitioner is sure to find useful. This is also what the author promises to do: to write a book from the point of view of a practitioner for the purposes of enlightening a fellow practitioner. So much so good.

From the perspective of an (customer) portfolio management expert (i.e. advanced level practitioner), I found the book quite "light" on all of the key words in the title: corporate portfolio management, aligning investment proposals, and organizational strategy. In more practical terms, the book does not manage to answer the question stated on the cover: how to align investment proposals with organizational strategy?

All in all, I find the book an OK source if you are an absolute beginner and need to get a first glimpse of the subject matter. For anyone with more ambitious aims, the book may not live up to its promise.

While the advice on making money is not revolutionary, the book is well written and well organized. The title is a little misleading as the book does not describe a perfect business but instead seeks to offer some inspiration and some sound advice about creating a low overhead micro enterprise.

If you do not have a lot of experience in business and are considering starting your own enterprise, the book is worth your time to read. It will help to inspire you and give you a useful roadmap on the journey to find a perfect business for you.

This book was great for explaining practical ponts about making it in your business independently. The best feature of the book is the inspirational tone and content. The book lifts your spirits and encourages you. It is not a How To book, but rather a "You CAN!" book.

Some of his earlier books were a little light, but this one is excellent and I highly recommend your reading it. My copy is heavily underlined.

He covers a lot of territory and synthesizes this material down to essential points. The book is interesting to read.

You might want to also read "Getting Business to Come to You" by Paul Edwards, Sarah Edwards, Laura Clampitt Douglas, Laura Clampitt. This is an excellent book on starting up a small business. And, don't forget Don Lancasters "Incredible Secret Money Machine" regarding making money from technical crafts.

You should also read any of the E-Myth books by Michael E. Gerber - who takes a different view... that of creating a growing company with employees. Comparing these views will help you decide your course of action.

This book by LeBoeuf will remain in my library for periodically reviewed books.

John Dunbar
Sugar Land, TX

The Perfect Business by Michael Leboeuf is a very comprehensice book about starting a home-based business.

It did not give you specific example of what business to start, but rather, he gives tips on networking, marketing, self-discipline etc. If you are looking for a all-in-one type of business guidiance book, this may be the one.

However, some of the stuff Michael talks about are just stating the obvious, like sell something that customers want to buy and not what you like (isn't this obvious?). The chapter on buying office equipments, I think, is a waste of time.

All in all, I hope to see some specfic example, but were disappointed. But still, this is quite an inspirational book.

I would give this book a perfect score were it not for the fact that the title and cover material does not represent the book's contents entirely accurately, so some readers may feel misled. The book presents itself as a practical guide for home-based businesses when in fact it is more of a self-help success guide in the genre of "Think and Grow Rich". This may be exactly what most aspiring home-businesspeople need; still, I would imagine that readers seeking practical specifics may be disappointed.

As a self-help success guide, however, this is a fantastic book; one of the best I've ever read. It contains no original or revolutionary ideas. Instead, it distills the best ideas of the countless success manuals written over the past 100 years into a clear and logically consistent philosophy, and applies this philosophy to the subject of self-employment.

One of the scarcest resources a manager has is time, especially when s/he is new on the job and needs HR information fast. The Essential HR Handbook provides this information the way today's workers like to get it: in well-organized chunks, bulleted for an easy read, and full of sample checklists, policies, and forms so a manager or HR professional has no need to reinvent any wheels. I particularly enjoyed the authors' inclusion of a pithy quote that sets the tone and theme for each chapter. Highly recommended.

This is a "must-read" book. Barbara and Sharon draw upon their own human resource experience and provide practical advice in a format that is easy to read. Their explanations of the HR function are concise and comprehensive. This is an excellent reference and it should be a part of the library of every managers, business owners and individual new to the HR profession.

Sharon and Barbara 'get it' when it comes to HR in the 21st century! From the effect of Boomers on today's labor market to sample blogging policies, their savvy guidance and insight is simple to follow and very worthwhile. This book reflects their many years as both practitioners and trusted advisors to those of us who are still on the front lines and can definitely benefit from their perspective. I recently updated our Exit Inteview process using the many helpful questions provided in the book! Get this book and keep it handy!

Dave Lotocki, Director of Employee Relations & Benefits
Vienna, Va

I heard about this nifty little book from a friend and, although I've been in HR for nearly 30 years and read too many texts and popular "how-to" books on the subject, decided to give it a read.

Well, even for an old hand like myself, I was impressed. The authors have made this a concise, readable book - truly a Handbook. It covers all the essential topics in an organized fashion that makes it easy on the reader to find the answers quickly without a lot of legalese to get in the way. I really like the sample documents they've included. The new manager or seasoned HR professional will appreciate having these examples to adapt and use.

I highly recommend it to anyone in the field or who has the responsibility of managing others in the workplace. Bravo!

Paul Shibelski, SPHR, GPHR

The Essential HR Handbook is a "Home Run" when describing this comprehensive, accurate, interesting and well-written book. It is a great reference handbook that meets all the criterion for any business owner, manager, or human resourse consulting/management firm.

Carolyn Corbin intertwined her future predictions of the 21st Century with leader/worker development to become a viable workforce in the future she predicted. While not outside the realm of common sense, her predictions are still eerily thought-provoking.

This book outlined the five steps to becoming a leader in the 21st Century. In Step One, she discussed assessing one's own leadership effectiveness and compared that to what skills will be needed for the future. She summarized major world changes into four "dynaforces" of the 21st Century...globalization, marketization, informatization, and democratization. Step Two was order the chaos. Many futures books discuss how to adapt to change or how to go with the flow...so I was exceedingly curious what exactly she proposed to "order" this. She thoroughly explained the future factors that will lead to change and chaos, and the more we understand these factors we can pro-actively work to diffuse as many chaotic factors as possible. Step Three provided many examples of blending multiple organizational models of profit, non-profit, government, religious, higher education, and more. She shows the limitless possibilities of applying successful models from organizations that have already dealt with issues to different types of organizations that will be confronting similar issues in the future. Steps Four and Five have to do with the individual-engaging employees on all levels of their person and providing a workforce that fosters their innovation.

She illuminates the skills we can develop today to prepare for tomorrow. Whether intentional or not, her description of the future makes one re-examine everything you think about current leadership training and how it does not adequately prepare employees for what is to come.

Being a retired Nacy Captain, I was asked to speak to Canadian Navy officers on the subject "Leadership in the New Millennium." I am pleased to tell you that the theme of my presentation was from Mrs. Corbin's book, "Great Leaders See The Future First." I found it to be a marvelous reference, and I held up my copy twice during the presentation saying, "If you have time for only one book, consider this one!"

As a result of this presentation, I was approached by the Association of Professional Engineers of Nova Scotia and asked to repeat my presentation at the kick off of National Engineering Week. Again, I referred to Mrs. Corbin's book and urged them to use it."

Carolyn Corbin's: Great Leaders see the Future First: Taking Your Organization to the Top in Five Revolutionary Steps, balances practical how-tos (in just about every paragraph) with great stories. Her bottom line: if you don't change from being what she calls a Level 1 leader (reactionary, always busy, focus on gathering & analyzing information, sacrifice innovation to pursue continuous improvement) you will be obsolete by 2010! To survive you must be moving to Corbin's Level 2 (strategizing, focusing on the whole person, leading at warp speed, improve through innovation).

Most of the book covers a quick way for moving from a level 1 to a level 2 leader by applying the following 5 steps:

1) Orchestrate a 360 degree worldview (use strategies to be "tossed" high in the air to see 5, 10, 25 years into the future)

2) Order the chaos (by controlling it)

3) Use a blend multiple organizational models (like for-profits, nonprofits, universities, military, religious institutions - because one will not longer do)

4) Engage the whole person (meet employee's physical and spiritual needs like day care, elder care, and providing work-place Chaplains)

5) Ignite innovation (via creativity, remove inhibitors, add humor)

You might think that 214 pages would go fast. But the book had an uncanny ability of slowing me down as I focused on my own style of leadership, my own organization's shortcomings. Every page is packed with something to move the reader from Level 1 to Level 2. For example, in the chapter 6 on "The Role of the 21st Century Leader" ideas included crafting an organizational mission statement in 10 (5 is preferable) key words, really listen to workers and act on their requests, understand other cultures, and move from a 20th century leader to a 21st century leader by changing from being:

boss --> coach
authoritarian --> participatory
tough --> tough and tender
informs --> listens
status from position --> status from working harder

Late in the book Corbin asks the reader to spend time going through two self-assessment exercise: 1) exploring your soul and 2) assessing your preferences and core competencies. My only critique of the work is the lack of more of these kinds of reflective exercises earlier in the book.

Although Great Leaders may not be as holistic as Steven Covey's Seven Habits of Highly Effective People which deals more deeply with all aspects of one's personal, business and professional life, I do recommend it for any leader who influences the future of their organization. I recommended it to two of our Human Resources personnel after they gave a "How to Managing Our Institution's Way" seminar.

Dave Harmeyer
Pepperdine University doctoral student (Ed.D. Educational Technology)

1. Synopsis:

Corbin's foresee that by 2010 great leaders must be at what she calls level 2 leaders, and in order to operate at this level these leaders must: Orchestrate a 360 degrees worldview, Order the chaos, blend multiple organizational, engage the whole person, and ignite innovation.

Orchestrate a 360 degree worldview includes two steps:1. Gather organizational intelligence by overcoming worldwide trends that occurs during periods of opportunity (or windows) and foresee the outcome (or issues); and 2. Understand the dyna-forces (interesting concept) created by these worldwide trends that originate systematic change. These dyna-forces are: globalization, marketization, informatization and democratization.

In order to overcome chaos, level 2 leaders need to figure out the root cause of the chaos (changes in speed, changes in rules or changes in structure), be aware of the new century organization models and be prepared for the role of the 21st century leader (level 2).

Level 2 leaders need to foresee the blending of multiple organization models during the next Century, foresee the driving of the 21st Century worker and be aware of the present blending of organizations and the strategies applied to blend those organizations.

Level 2 leaders will need to engage the 21st Century worker as a whole person and not by his/her skills and ignite innovation at any cost.

Corbin foresees a hermaphrodite workplace (androgynous) where man (FINALLY) will learn soft skill (typically considered feminine) by engaging in a spiritual search.

Final Comment:

This last statement along with numerous stereotypes, sexist and deeply Christian religious remarks, casts big doubts about the seriousness of the book. What a shame!

The title of this book should not be taken literally. What Corbin correctly suggests is that the most effective leaders are those who recognize, sooner than anyone else does, certain indicators of what often become emerging trends and perhaps even a new industry. Stated another way, they see the possible (perhaps probable) implications and consequences of events occurring now. I am reminded of countless such situations when someone (later characterized as a "visionary") said something like this: "If we can figure out how to pressurize the cabin, an airplane can transport people as well as cargo." Thus is how entirely new industries are developed. Corbin's book is about "becoming a great leader under a new set of global rules....Organizations are recognizing the value in looking ahead. Scanning the horizon for various internal and external trends, global changes, economic booms and busts, and demographic peaks and valleys is part of the regular routine in many enterprises." At least ideally, these organizations develop leadership at all levels, creating what Tichy characterizes as a "leadership engine."

Corbin's objective is to help her reader take her or his organization "to the top in five revolutionary steps." In the first chapter, she provides (Figure 1.1) a "Leadership Level Evaluation Exercise" which poses 22 questions. The respondent is thus able to calculate her or his score and thereby determine at which of two levels of leadership she or he is at the moment. Corbin then shifts her attention to the five "revolutionary steps" to which the book's subtitle refers. They are:

1. Orchestrate a 360 Degree Worldview (Chapters 1-3)

2. Order the Chaos (Chapters 4-6)

3. Blend Multiple Organizational Models (Chapters 7-9)

4. Engage the Whole Person (Chapter 10)

5. Ignite Innovation (Chapter 11)

Each of these steps is explained and then developed in detail. It is important to note that Corbin contrasts dominant characterizes of Level 1 and Level 2 leaders. For example, L1's react, emphasize hard skills, gather information, and manage positions whereas L2's strategize, focus on the whole person, lead at warp speed, and manage people flow. You get the idea. My own experience suggests that what Corbin calls a Level 1 leader is a believer and involved whereas a Level 2 leader is a zealot or evangelist and engaged. I urge you to check out a book which is entirely devoted to Level 2 leaders. Its title is Radicals and Visionaries, written by Thaddeus Wawro and now available in a paperback edition.

One of the book's most valuable chapters is the last, "Trumping the Competition", in which Corbin suggests that the Organizational Chaos Model (Figure 4.1) can help an organization to overcome its competition. "The goal is for your organization to change the rules, structure, and speed of its industry so that your competitors are thrown into chaos....The idea is to confuse the enemy. While the opponent is digging out of the confusion, the organization in the offensive position seizes the dominant position." She lists and then briefly discusses "The Nine Factors of Innovation" which can help to achieve such dominance, in process providing analyses of various industries to illustrate her key points. She concludes with a call to action, urging her reader to "execute boldly, step forward courageously, and lead responsibly as if your organization's prosperity depends on it -- because it does." I join her in wishing "Godspeed, great leader."

Author Vince Thompson presently serves as a consultant helping Internet companies build sales and online marketing solutions. He has spent 15 years as a middle manager and it is his own experiences that were one of the inspirations of Ignited. This book is dedicated to those hearty souls known in the modern world as middle managers. Thompson refers to "The Middle - perhaps the most crucial location in the world of business." He calls the world that middle managers survive in as "quake country", where the environment is always shifting, eroding and being constantly squeezed.

The research for this book included an online survey of over 100 in-depth interviews with middle managers from a variety of organizations including Gateway, ABC, Rawlings, Intel, Bank of America and others. The surveys revealed an underlying disconnect between many middle managers and the corporate goals and vision of the organizations they work for.

Ignited is written to motivate and inspire middle managers to realize that they can make a significant contribution to their organizations, careers and personal lives. Ignited is intended to offer a better solution to managers who struggle to perform well in the complexity of our modern business world. Thompson defines Ignition as "the coming rebirth of purpose and power that managers in The Middle can experience if they choose to make it happen."

This inspirational book is divided into three parts. Within these divisions are 14 chapters. Part 1 is entitled "Get More Power" and it offers some sound pointers for improving the personal perspective and basic thinking of managers. This of course leads to an improvement in behavior and decision-making. Experienced managers will find many of these tools to be common experience, but younger managers will glean much from this part of the book. Part 2 is "Get More Purpose" and is the heart and core of Ignited. This section includes seven keys that emphasize the unique value that managers offer in the middle. Thompson refers to these keys as "Ignition Points" that make changes happen when clearly understood.

Part 3 is entitled "Get More Success" and it is dedicated to help the reader develop a balance between the daily pressures of a management career and making your personal life happy and successful. In this part of the book the author offers a five-step program to restore balance to a stressed out manager. This chapter alone is worth the price of admission!

Ignited is a book that anyone who has ever been in a management position can appreciate and relate to. It is easy to read and offers practical information based on research, common sense and experience. If you are in a middle management position, or have a friend who is, you will find this book a way to ignite your career to another level.

Ignited is a treasure chest overfilled and brimming with insights, tips, techniques, motivations, and inspiration for the people who are the backbone of organizations-- middle managers.

Ignited is an eminently practical book that lends itself to immediate use from word one. I recommend when you sit down to read the book that you have a highlighter pen, a number of bookmarks and some note paper-- this may not be formatted as a workbook, but you'll end up treating it as one and applying its advice as you progress through it.

The author, Vince Thompson, has many years in management and so writes from personal experience as well as education and research. His analyses, explanations, and suggestions all give you a sense of his having "been there" and confidence in his advice.

Thompson gives you a solid grounding in all the essentials of managing both up and down the organization and then shows how to leverage those essentials into formidable skills that ignite your management style, your organization, and your career. The essentials include understanding and applying the principles of networks and networking, team-building, access-gaining, self empowerment and leadership-- all from an uncommon perspective. He helps you learn to become a key (and highly effective) manager by harnessing the power of knowledge of organizational processes (what is done, when, why, how, and by whom) and people in or related to the organization (who does what, knows what, has what connections, has what power, etc.). He tells you why. He tells you exactly how. And, he provides clear and interesting examples and anecdotes to illustrate his points.

His own enthusiasm and excitement, paired with his knowledge-packed narrative, will ignite you.

In a remarkably thorough and informative Introduction, Vince Thompson observes that managers in what he characterizes as "The Middle" are "the connective tissue in their organizations. Only they have the ground-level expertise required for success, the links to people above and below them in the corporate structure, the insights into customer needs, competitive realities, and the organization's strengths and weaknesses." Thompson wrote this book for them but also for those to whom they report because, as he correctly insists, the potential contributions that managers in The Middle can make are too often ignored or under-valued. Thompson's book offers a better solution: "a way for [managers in The Middle] to stay within the corporation and begin making the kind of difference [they] want to make, taking back [their] businesses, careers, and lives in the process."

First, Thompson asks his reader respond to ten questions that comprise "The Ignited Quiz." The purpose of the responses is merely to suggest (rather than measure) to what extent the respondent is an effective and empowered manager in The Middle. In this context, I am reminded of what Ernest Becker suggests in his book, The Denial of Death. No one can avoid physical death but there is another "death" that can be denied: That which occurs when we become wholly preoccupied with fulfilling others' expectations of us, both in our personal lives and in our careers.

Thompson then carefully organizes the material that follows "Base Camp: The Ignited Quiz" within three Parts. First, he offers some basic tools for improving the thinking and behavior of managers in The Middle. Next, he provides seven "Ignition Points" that are keys to the unique value that managers in The Middle can create. Finally, in Part III, he explains how to create a balanced fulfilling life while earning a living. They are not mutually exclusive. The challenge is to understand what really is most important in one's life, then achieve and then sustain an appropriate balance of those values dreams, objectives, needs, interests, and obligations.

Of special interest to me is what Thompson has to say about what he calls "Quake Country," a land of perpetual change. "A place where companies merge, morph, rise, and fall at an ever-accelerating pace - where the only thing certain about the latest management buzz phrases - from `failing fast,' `coopetition,' and cannibalization' to `process commoditization,' `productive friction,' and `social networking' - is that they will be replaced by new ones tomorrow, each change leaving the essential business problems behind." Much of value has been said and written about the difficulties that C-level executives face when struggling to make sense of and then respond to such an environment. Indeed much has been said and written about the extent to which C-level executives (especially CEOs such as Dennis Kozlowski at Tyco, Kenneth Lay and Jeffrey Schilling at Enron, John Rigas at Adelphia, and Gary Winnick at Global Crossing) have exacerbated these difficulties. To the best of my knowledge, very little attention has been focused on those who manage in The Middle. Hence the importance of Thompson's book.

Here is a representative selection of Thompson's key points:

"The concept of Management Value Added (MVA) is based on a simple question that you should ask whenever you're making a decision about how to invest your time and energy: `What value does management add?' And how could your actions `add value' to any situation in business? That's right - by helping to meet your bosses' needs. The goal of MVA is to ensure that you are adding the value most important to your boss and company but also that you are always adding value in every situation." For example, managers must understand that if they are going to a meeting, they better be well-prepared to add value to discussions. Perhaps a better example would be a situation, what Bruce Bodaken and Robert Fritz characterize as a "managerial moment of truth," when supervisers have an opportunity to provide constructive criticism to a report-to that will be of substantial value to her or his performance and thus to the overall performance of the given organization.

"People come and people go, but processes - once developed, codified, and set in motion - tend to perpetuate themselves until someone deliberately changes them (which is often easier said than done). The sum of the processes defines what the company does and determines whether or not it is successful."

Citing Steve Mummulo (of US Search) as an example of a "Linkmaker," Thompson sums up the lessons to be learned. "When you're trying to get something done, use the proper channels first. Then, if the official procedures don't work and you find you must make an end run, do it in a politically sound way: Explain your reasons, get your boss's support, and keep people informed. Above all, show results. If you can make your network pay off, you'll be a hero. If you don't, you won't."

Citing Henry Mintzberg's concept of "emergent strategy," Thompson asserts that it is the strategic role of managers in The Middle "not simply to execute the strategy dictated by the top executives of the firm, but to supplement it with creative ideas, initiatives, and inventions of their own, driven by their first-hand knowledge of developments in the competitive arena, their own capabilities, and the openings for profit they perceive."

Given the organizational constraints that limit, often discourage, and sometimes even punish open and honest communication (especially "bad news"), how can those who manage in The Middle help their team members overcome barriers when tough corporate challenges demand clear and frank communication? Thompson suggests these tactics: "Acknowledging the constraints. Establishing an important business context and purpose. Recognizing the crucial role of the team member. Creating a separate space where it's safe to be open. Rigorously avoiding any form of recrimination or retribution for negative or `politically incorrect' statements."

This review is somewhat longer than I originally intended but I consider the issues that Thompson addresses to be so important, and his insights and counsel about managing in The Middle to be so valuable, that I felt obligated to include several quotations from his narrative. If I understand Thompson's ultimate objectives correctly, they include the following:

1. Help those who manage in The Middle to be more effective as "the connective tissue," as "the links to people above and below them in the corporate structure." This will strengthen their organization and, at the same time, expedite their career's development as well as nourish their personal growth.

2. Help those "above" (i.e. in senior management especially CEOs) to understand, appreciate, and then take full advantage of what managers in The Middle offer as "connective tissue" and "links" as well as their insights into customer needs, their awareness of competitive realities, and their understanding of the given organization's strengths and weaknesses.

3. Help those "below" the superviser to whom they report. As Vince Thompson correctly observes, "If you help your boss achieve success with his or her boss (not by going around your boss but collaboratively), you're really onto something. You're focusing on the issues that matter most at the highest levels of the company - the ones that'll get you the most recognition, the most power within the firm, and permission to pursue all your other dreams and goals."

As I finished reading this brilliant book, I was again reminded that organizations and even individual careers resemble vehicles in many different ways. Here's one example that seems especially relevant. Let's say you have just purchased a 2005 "cream puff" Mercedes with a full tank of gas, new tires and a new battery, tight breaks, and it has just been washed. Looks new. And of course, it has been properly inspected, registered, and insured. Then when you insert and turn the key, nothing happens. Nothing. The car isn't going anywhere and neither are you until the ignition problem is solved.

For many people, particularly those who "insert and turn a key" in their organization and/or in their career...and nothing happens, this will be the most valuable business book they have read in years.

Ignited has several good ideas to help a middle manager creatively navigate the corporate minefield. I found several of the ideas worth trying out, and discovered that I was doing a few things right but needed to modify some behaviors. This is a fairly easy read but you need to take time with each section to evaluate your behaviors and style in order to get the most out of it.

Good book. Buy it.

Middle management is one of the toughest positions in corporate America. You're expected to run things successfully, while often not having enough sway and power to implement your plans. A book that aims to remedy that is Ignited: Managers! Light Up Your Company and Career for More Power More Purpose and More Success by Vince Thompson. An excellent book that should be on the shelf of every manager...

Contents:
Introduction - Living in Quake Country; Base Camp - The Ignited Quiz
Part 1 - Get More Power: Action with Traction; The Manager's Universe; Leadership in Limited Space; Managing Your Emotions; The Deadly Lack of Empowerment Trap
Part 2 - Get More Purpose: Ignition Point 1 - The Process; Ignition Point 2 - The People; Ignition Point 3 - The Message; Ignition Point 4 - The Landscape; Ignition Point 5 - The Strategy; Ignition Point 6 - The Story; Ignition Point 7 - The Spirit
Part 3 - Get More Success: Selling From The Fulcrum; Your Own Sense of Balance
Index

The reason why people put themselves into "the middle" is to make a difference in the lives of their coworkers and the company in general. But it's not an easy road. Ignited starts with a quick quiz that will give you a general idea as to how your attitude plays out in relation to your job. Then the three parts of the book help you find your path to a more effective role in the company. Part 1 talks about general principles of management that might sound like common sense, but that often get lost in the midst of the battles. I really was struck by the effectiveness of the "universe mapping" exercise. It shows you who you are linked to in terms of your success. Following that up with an attempt at mapping your boss's universe can then give you the insight as to what you need to do to make them successful (and yourself in the process). Part 2 then gives you the tools you need to effectively run the areas that are uniquely yours as a manager... your people, your message, and so forth. The final part of the book then sums up the newfound power and opportunities you have as an ignited manager, and gives you the roadmap on how that new position and knowledge can be leveraged for your success and balance in life. By the time you've worked through the book and focused on the changes outlined, you should be infinitely more involved and effective in your position.

Rather than read yet another book on how a CEO leads, focus instead on reading something targeted to your specific situation and circumstances. This is that book.

I am always looking for what I think is the best sales book to recommend. This is the book for B2B sales this year. A very high sales performer, Bill Stinnett has really hit the mark with this book. If you coupled the strategies and methods of Stinnett with the strategies and tactics used by Bill Freese, (Question Based Selling) you could build the ultimate sales machine in your company. I am just blown away at the thoroughness, quality of process and thought that has gone into this book. When I asked Bill for a review copy he arranged to call me to find out where I was coming from and what I did with the reviews. This gentleman dots the i's and crosses the t's.

Buy it, read it, and keep it on your read often, do not lend bookshelf. Of course if you are content with the status quo, this book will only make you realize how much more there is out there. I am really pumped by Stinnett!

If you want to improve your sales and connect better with your customers, buy this book! Each chapter is full of "aha!" insights that will enhance your understanding of your customer's needs.

Stinnett is an apostle of the "diagnostic approach" to selling, in which the seller undertakes a process of discovery to identify what results the customer is trying to achieve. The focus is always on the customer--his motive, the urgency of reaching the objective, the consequences of doing nothing and remaining where he is, the expected payback from attaining the objective, the resources the customer has available to devote to the effort, and the risks he will face in moving in a new direction. These "Action Drivers," Stinnett explains, govern and control just about every buying decision. If a sale falls through, chances are that one of these "Action Drivers" was missing.

In the first half of the "Think Like Your Customer," Stinnett analyzes how buyers evaluate their options and assess risk. Weeks after reading the book, I still open it up and turn to the chart on page 49, where Stinnett lists the eight major types of value your customer may be attempting to derive from a relationship with you and your company. They are:

Economic Value (increasing revenue, reducing costs, better utilization of assets)
Emotional Value (need for recognition and security)
Simplicity Value (making the easy choice and reducing headaches)
Relational Value (repaying loyalty and commitment; avoiding potential conflict)
Political and Image Value (looking good to others)
Guidance or Advice Value (access to expert advice)
Quality Value (reducing product defects; better service)
Time Value (shorten time to market; free up time for other things)

Stinnett points out for each of these denominations of value, there is a corresponding denomination of risk. Since value and risk are two sides of the same coin, a seller can increase the perceived value of his offering--and overcome prospects' perennial objections about price, by focusing carefully on the customer's concerns and reducing risk in the areas of value that are important to that particular customer.

In the second half of the book, Stinnett dissects the anatomy of the customer's buying process. Instead of focusing our attention on how we sell, Stinnett says we should concentrate on how the customer buys and--more importantly--what affirmative steps we can take to help the buyer move through each stage of the buying process that the buyer needs to traverse in order to buy from us.

Nothing in "Think Like Your Customer" is startlingly new; rather, Stinnett teaches how we can turn our thinking inside out and look at a transaction from the perspective of the buyer.

This book is well organized and highly readable; the reasoning is persuasive, and the advice is immensely practical. Immediately after reading "Think Like Your Customer," I began to conduct conversations with my clients using the tools and skills Stinnett provides. The difference in the quality of the communication was nothing short of amazing. Buy this book and profit from its wisdom!

When I read books on persuasion, I'm looking for effective tools. One of the reasons I like this book is that it has valuable information I don't remember seeing elsewhere.

The chapter on what customers really want is worth far more than the price of the book. It identifies the factors that must exist for a customer to buy from us. And it teaches how to weave key questions about these factors into our informal conversation with the customer.

Another example: The book teaches how to learn what specific results a customer really wants and how to tie that to our product or service. The specific "result" a customer wants may differ greatly from the generic benefits we assume our product or service's features provide.

I've found that using Stinnett's tools to focus even more on how the customer thinks increases sales and the number of satisfied customers.

Bill Stinnett concludes the Introduction to this book with a remarkable statement: "Now let me be clear: I don't take credit for any of these truths [culled from a variety of other sources]. I didn't make them up. They have been there all along, waiting to be observed. My life's work has been to recognize them and organize them in an effort to advance my own career and yours." Stinnett refers to popular sales methodologies which include Strategic Selling®, Solution Selling®, and SPIN Selling®. Whatever the given methodology, its ultimate outcome is an increase in revenue which, Stinnett duly acknowledges, can be accomplished in three ways: maximizing sales velocity, increasing average "deal size" or the "wallet" share, and increasing customer loyalty and satisfaction.

Throughout Stinnett's narrative, his emphasis is on presenting and then explaining "a winning strategy" (actually an aggregate of several strategies) to increase his reader's understanding of how and why customers buy. The chapter titles for Part 1, "Why Customers Buy," correctly indicate how practical his approach is: What Customers Think About, What Customers Really Want, How Customers Perceive Value and Risk, The Cause and Effect of Business Value, and The Value of Customer Relationships. It should be noted that, along the way, Stinnett also offers excellent advice with regard to all manner of "how not to's" and "why nots" when formulating and then implementing what should be a cohesive, comprehensive, and cost-effective game plan to increase revenue.

To me, some of the most valuable material in the book is presented in Chapter 8 as Stinnett explains how to reverse-engineer the buying process. That is, in Stephen Covey's words, "begin with the end in mind." This is a process by which to identify what must happen before a given customer is ready to buy. Previously in Chapter 2, Stinnett introduced what he calls his "Customer Results Model" which involves a process that begins with fully understanding the prospective buyer's current situation. I agree with Stinnett that there is no inherent value (as perceived by customers) in the solution offered by a given product or service unless it will achieve the prospective buyer's desired outcomes or results. As the former CEO of Home Depot once observed, people don't buy a quarter-inch drill; they buy quarter-inch holes. In this context, the quarter-inch drill fills a gap between a current, often an urgent need and filling it.

One of this book's several reader-friendly devices is the isolation of key points presented in bold face. This facilitates and accelerates frequent review of those points later. For example:

"It's a lot easier to sell somebody something if it's positioned as a way to help them achieve a goal or an objective that they already want to achieve." (Page 15)

" Far more critical than what is valuable and important to your customer is why it is valuable and important to them." (Page 65)

"A deep, meaningful, high-trust relationship with a client who has no business disparity [i.e. compelling need], no motive to take action, or no means to take action even if they did have a motive, equals no sale. It's just a relationship." (Page 105)

"It's not what we do in our sales process, but what the customer does in their buying process, that really matters." (Page 135)

"We should spend 80 percent of our time and effort on the 20 percent of our opportunities that carry a strong urgency, motive, and consequence, because these are the deals that can close." (Page 179)

None of Stinnett's key points is a head-snappy revelation, nor does he make that claim. However, all of them - preferably reviewed in the sequence in which they are presented - offer valuable reminders of where the proper focus and emphasis should be during a high-probability customer's purchase process.

There are dozens of excellent books on the art and science of sales, and this is one of the best.

Well-done!

This is one of the best books on selling I'd read in years. In the software world, hard-sell is dead. Try consultative selling the Bill Stinnet way. I used some of the ideas in the book eg., mapping out the buying process and offering it as as part of an important visual information to the gatekeeper to reach the decision maker - and it works! I have used the concept of getting the buyer to think about destination "C" with us rather than trying to be too focused on the offer in "B". There is also a section on how to qualify a prospect with ideas that are worth committing to memory. A combination of Bill's ideas and my experience has turned many of my well qualified prospects into paying customers today.

If you are a career saleperson then this one is definitely for you.

According to the powerful perspectives offered by this unique take on organizational development, a tribe is a group between 20 and 150 people. Tribes emerge from the language people use to describe themselves. Change the language, change the tribe. Executive coaches will love this resource.

The authors make the point that our first instinct to bring about change in organizations is often to tell people what to do differently. Such a strategy often enhances compliance, but reinforces a sense of powerlessness, and impedes change.

The authors describe five Tribal Stages (centers of gravity) that inform some groups.
1. About 2% of groups - "life sucks" Gangs of individuals who operate without social rules or values except absolute loyalty to the group.
2. 25% of groups- "my life sucks" passively antagonistic, quietly sarcastic and resigned. Seen it all before and watched it fail.
3. 49 % of tribes - "I'm great, and you're not." Knowledge is power. Winning is personal and based on "my" values.
4. 22% of group - "We're great, and they're not." "We" are greater than "me." The bigger the foe, the more powerful the tribe. Based on shared, "our" values. Leaders build the stage on which others perform.
5. 2% of groups - "life is great" Infinite potential of the group - not beat competitor, but make global impact. Based on "global" "resonant" values

Through language, leaders can move the group's center of gravity through progressive stages by focusing on the words people use and the types of relationships they form. Groups can't leap over a stage as they progress. Additionally, culling out `bad apples' is ineffective. If you fire the bottom 10% of performers, the people who remain redistribute to stages others leave.

The authors observe that people's language correlates to the specific tribal stage, nature and structure of their relationships. The book lays out strategies that coaches and leaders can employ to unlock greater productive potential.

To uncover someone's values, ask "What are you proud of?" and follow it up with three to five open-ended questions. Pride ties actions to values. For tribes at stage 2, ask "What ticks you off?" The tone of responses goes from passive to passionate as answers shift from chatter about the surface to their core values.

To progress a tribe to higher stages, the authors suggest finding values that unite and resonate with people in the group. Tribal leaders follow the core values of the tribe no matter what the cost. They keep looking for new ways to express the values. Authenticity is a key - avoid identifying values and then making decisions based on expediency. Such acting above the law disempowers the tribe.

As a coach, help clients set the noble cause by asking "For the sake of what?" Identifying values and establishing a noble cause is a process, not an event. It's more than printing values posters or inscribing a mission statement on employee badges. Instead, leaders talk about values, base decisions on them, and engage tribal members in discussions about what they mean. Most strategies are based on understanding of the external environment, not the highest aspirations of the tribe.

The authors identify five components of Tribal Strategy
1. Values - What we stand for
2. Noble cause - What we live for
3. Outcomes -What we want
4. Assets - What we have
5. Behavior - What we will do

Accountability - outcome vs. goal - a goal is off in the future, it implies a failure in the present. People are motivated by the goals in a crisis, but they lose their drive once the fire is out. An outcome is a present state of success. "We have already succeeded, and this is how it looks at this point in the process (succeeding now with an outcome)

The models and techniques offered by the authors have broad application for executive coaches and for leaders. Definitely well worth the read.

Review by Bruce Ervin Wood

What an amazing book. Infact this is far more than a book it is a guide to creating and building great teams. If you have ever wondered why some team building events don't work this is a must read book. My sincere thanks to the team who put this together. This book will change the way Organisational Development/HR specialists and Performance Consultants go about their work. It is that influential. Like all the best material, simple to understand and powerful in the way it insightfully helps you to see things for what they are.

I have worked in organisational design/business performance and HR for over 20 years and this is one of the most imformative and best books I have ever read. It has reinforced my long held views about the need to understand the dynamics of what makes for a great team. If you also ever wondered why you felt automatically part of some teams and others almost rejected you before you even got started, then this is a 'must read' book. I have become a raving fan and will enthusiatically introduce the concepts and methods, as I have the fortune and privalage, in my day to day work, to make a difference to the lives and work of the thousands of people I come into contact with.