HBR's 10 Must Reads: On Strategy (Harvard Business Review Must Reads) is part of the Must Reads series from the Harvard Business Review. This set contains 10 books on different aspects of business management and self-management. Each book is a concise guide on the discussed topic. Like in all the other books in the series, this book contains 10 essays on organizational strategy written by subject matter experts. This book begins by explaining what strategy is, Then, it goes on to present special and practical concepts in creating, defining, elucidating and implementing strategy. The book has articles that show readers how to create an identity for an organization that distinguishes it from its competitors and how to define what the organizational will and won't do.
These books shows readers how to create blue oceans of niche, uncontested markets and how to define strategy in a single memorable phrase. Other articles in these books explain concepts like using the Balanced Scorecard method to measure strategy and how to allocate resources effectively. They discuss how to define priorities explicitly and how to clearly delineate decision roles to enhance organizational performance. These books provide managers and decision makers with knowledge on the best practices in their field and the latest emerging techniques being applied in the field
HBR's 10 Must Reads: On Strategy | Harvard Business Review (Author), Michael E. Porter (Author)| Harvard Business School Review Press
Table of Contents
Chapter 1. What is strategy?
by Michael E. Portar
Chapter 2. The Five Competitive Forces That Shape Strategy
by Michael E. Portar
Chapter 3. Building Your Company’s Vision
by James C. Collins and Jerry I. Parras
Chapter 4. Reinventing Your Business Model
by Mark W. Jhonson, Clayton M. Christensen, and Henning Kagermann
Chapter 5. Blue Ocean Strategy
by W. Chan Kim and Ranee Mauborgne
Chapter 6. The Secrets to Successful Strategy Execution
by Gary L. Neilson, Karia L. Martin, and Elizabeth Powers
Chapter 7. Using the Balanced Scorecard as a Strategic Management System
by Robert S Kaplan and David P. Norton
Chapter 8. Transforming Corner-Office Strategy Into Frontline Action
by Orit Gadiesh and James L. Gilbert
Chapter 9. Turning Great Strategy into Great Performance
by Michael C. Mankins and Richard Steele
Chapter 10. Who has the D? How Clear Decision Roles Enhance Organizational Performance
by Paul Rogers and Marica Blenko
About the Contributors
LINK FOR THE BOOK