Some of our newsletters provide good summaries of certain key concepts. We suggest perusing the following:
Most organizations develop detailed and lengthy plans – a congressional bill is just one such example. There is a minor problem though: such plans and forecast are rarely accurate or acted upon. The voluminous materials mask the absence of both clear thought and action. The reality is that such clarity actually requires considerable insight and a succinctness to be understandable and actionable.
This newsletter focuses on Execution, getting things done. Look around you: aspirations, emotions, a flurry of currency, but NO results. Or as Shakespeare said “full of sound and fury, signifying nothing.”
A few weeks ago, I was sitting in Colorado admiring the grandeur of the mountains and contemplating the strategies of some of my clients. In the middle of my reverie, I received an email from one of my former students – now a fully-fledged consultant working for a big name shop – mentioning a book he was reading: Good Strategy, Bad Strategy by Richard Rumelt. I decided to take a quick look at the book (GSBS)) and soon found myself enraptured by its clarity, cogency, and insight.
Flooded with data. Everything seemingly more complex. How does one ever figure anything out? The answer lies in simplifying things. The Five Questions (5Q) approach is one I use and this months newsletter explains this process.
We believe that the vast majority of the companies in the world are inefficiently run, that perhaps more than the 80% of them do not earn even their cost of capital, which means that they are destroying value as opposed to creating it. Why is this the case?
Some other favorite books we recommend are:
In The Five Dysfunctions of a Team Patrick Lencioni once again offers a leadership fable that is as enthralling and instructive as his first two best-selling books, The Five Temptations of a CEO and The Four Obsessions of an Extraordinary Executive. This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams.
In Traction, you’ll learn the secrets of strengthening the six key components of your business. You’ll discover simple yet powerful ways to run your company that will give you and your leadership team more focus, more growth, and more enjoyment. Successful companies are applying Tractionevery day to run profitable, frustration-free businesses—and you can too.
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
The Strategist exposes all business leaders—whether they run a global enterprise or a small business—to the invaluable insights Montgomery shares with these privileged executives. By distilling the experiences and insights gleaned in the classroom, Montgomery helps leaders develop the skills and sensibilities they need to become strategists themselves. It is a difficult role, but little else one does as a leader is likely to matter more.