Editorial Reviews. Review. “Cynthia Montgomery stimulates you as a business leader, to be owner, creator and ongoing steward of your company's strategy. C. A. Montgomery is an awarded author, Harvard Business School Professor and Director in boards outline: it explores what are the key responsibilities of a strategist and how to differentiate between Cynthia A. Montgomery. HarperCollins. The Strategist - Cynthia Montgomery Chapter 8 - The Essential Strategist . Because this role rests with you, The Strategist is a personal call to action.
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THE STRATEGIST commence. Along with five of my fellow faculty, I sit in the “sky deck,” the last and highest row of seats, in Aldrich , an amphitheater- style. Harvard Business School Professor Cynthia Montgomery, writing in The McKinsey this learning speaks to the role of the strategist -- as a meaning maker for. Cynthia A. Montgomery is the Timken Professor of Business. Administration and . job of the strategist is never done, and why the vigil the CEO keeps must be a .
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Then she presents an example of a company in the furniture industry that does matter, that would be missed if it disappeared, IKEA. This low priced, high value furniture retailer has added, and continues to add meaningfully to the lives of millions of middle class families. It affords an unrivalled style at prices they can afford that is unparalleled by any other supplier. They would be missed if they closed, they matter.
Are you the leader your company needs? Hardcover Verified download. Cynthia has a writing style that is very interesting, she presents her main concepts using real world stories with enough details for the reader to get involved and understand the point. What she addresses is closer to what a strategist like Bruce Henderson would discuss than Michael Porter. She is distilling the essence of being a strategist. For leaders trying to find their way out of a complex situation, it will bring a lot of value and clarity of thought.
Paperback Verified download. This book was so-so. I wish I'd been able to check it out from a library vs downloading it since I don't see myself ever coming back to it. Pros are that it was a quick read and it might be worthwhile as a partial introduction to strategy but by no means does it touch on all pertinent areas. This book guides senior executives to understand the key meaning and value of being a strategist in this highly turbulent and competitive business environment.
The key meaning and value of being a strategist are significant.
Without an effective strategist to fare robustly the formulation and implementation of strategic directions, the business could lose its key differentiation in which its diminishing impact on customers and markets as against other direct rivals further weaken its competitiveness.
According to Professor Montgomery, a strategist have to possess certain unique criteria. He or she has to understand the industry as well as his or her company. The bold belief widely-adopted by aggressive business leaders that they can utilize best management practices to add value for an acquired company when headwinds are more than tailwinds in the industry might result to unexpected financial fiascos.
Without a detailed plan to mobilize resources in the value chain with strong leadership skills to generate full employee commitment, the strategist would encounter mounting execution challenges. This book encompasses nuts-and-bolts strategy tools Five-Force Model, P. Professor Montgomery illustrates success and failure of different strategies through different business cases. For example, Masco and IKEA are both furniture players but the former underestimated the competitive forces in the industry and the latter invented a viable purpose to build its difference in capturing big share of the pie.
Domenico De Sole Former CEO was more successful than Maurizio Gucci in adopting turnaround strategy for Gucci because he could fill the gap between lofty ideas and action to create a system of value with employee's full commitment. Jobs took nonstop responsibility to lead Apple to launch "creative destruction" products iTunes, iPod, iPad, iPhone.
Nowadays business leaders are expected to cope with the changing and turbulent business landscape. They have to penetrate the "uncertainty of veiled situations to evaluate facts, to clarify the unknown, to make decision rapidly, and then to carry them out with strengths and constancy" P.
These ongoing tasks become a prerequisite and foundation of all business leaders to get their businesses right. This book is highly recommended to readers who are interested in having a better understanding of how to be an effective strategist. See all 89 reviews. site Giveaway allows you to run promotional giveaways in order to create buzz, reward your audience, and attract new followers and customers.
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Get to Know Us. site Payment Products. English Choose a language for shopping. Word Wise: Enhanced Typesetting: Page Flip: Audible book: Not Enabled Word Wise: Enabled Lending: My hope is that you will come not only to understand the vital role of the strategist, but also to embrace it for yourself. Five years ago, when I first started teaching in EOP, I heard the program described as challenging and transformative.
At the time, "challenging" struck me as right, but "transformative" seemed closer to hype. Having seen it happen again and again, I now share the optimism. As our orientation session draws to a close, I join the executives and fellow faculty as we head en masse to Kresge Hall for cocktails and dinner.
Our work is about to begin in earnest. In all my classes, I pose one fundamental question: "Are you a strategist?
We talk about the questions strategists ask, about how strategists think, about what strategists do. My intent is not to coach these executives in strategy in the way they might learn finance or marketing. As business leaders, they aren't going to be functional specialists.
But they do need to be strategists. Are you a strategist? It's a question all business leaders must answer because strategy is so bedrock crucial to every company. No matter how hard you and your people work, no matter how wonderful your culture, no matter how good your products, or how noble your motives, if you don't get strategy right, everything else you do is at risk.
My goal in this book is to help you develop the skills and sensibilities this role demands, and to encourage you to answer the question for yourself. It's a difficult role and it may be tempting to try to sidestep it. It requires a level of courage and openness to ask the fundamental questions about your company and to live with those questions day after day. But little you do as a leader is likely to matter more.