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…Leadership Essentials | Your Strategy Needs a Strategy


Your Strategy Needs a Strategy

How to Choose and Execute the Right Approach

Knut Haanaes

By Professor Knut Haanaes with Martin Reeves and Janmejaya Sinha
Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win – or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important – or more difficult – to choose the right approach to strategy.In this book, The Boston Consulting Group’s Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment – how unpredictable it is, how much power you have to change it, and how harsh it is – a critical component of getting strategy right. They show how existing strategy approaches sort into five categories – Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable – depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch.
Harvard Business Review Press, 2015 ● Hardback ● ISBN 9781625275868
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 ,,,Leadership Essentials

By Preston C. Bottger and Michael Sorell with Michelle Perrinjaquet
Contributors: Paul Hunter and Fran O’Hara
In April 2011 more than 100 participants from around the world attended an IMD Discovery Event entitled Leadership Essentials. During the two-day event, Professor Preston Bottger offered his framework for Leadership Diagnostics, Influence and Energy.To read the full article, click here.


The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter

Michael D. Watkins

By Professor Michael D. Watkins
Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions – no matter where you are in your career.Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today’s increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs.
Harvard Business Review Press, 2013 ● Hardback ● ISBN 9781422188613

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Leading Strategic Initiatives in an Era of Uncertainty: When to Commit to Action

Bettina BüchelJames E. HendersonCyril Bouquet

By Professor Bettina Büchel, Professor James E. Henderson, Professor Cyril Bouquet and Sophie Coughlan with Lindsay McTeague
Contributor: Per-Åke Tobiasson
In March 2011, 60 participants gathered at an IMD Discovery Event to learn how to better lead strategic initiatives in the face of different levels – and different types – of uncertainty: external strategic uncertainty and internal execution uncertainty. Analysis of real-life examples gave participants insights into how to create impact with strategic initiatives and how to improve the governance of their implementation.To read the full article, click here.

Discovery Events are exclusively available to members of IMD’s Corporate Learning Network. To find out more, go to www.imd.org/cln.