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Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach, by Martin Reeves, Knut Haanaes, Janmejaya Sinha
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You think you have a winning strategy. But do you?
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.
Addressing your most pressing strategic challenges, you’ll be able to answer questions such as:
• What replaces planning when the annual cycle is obsolete?
• When can we—and when should we—shape the game to our advantage?
• How do we simultaneously implement different strategic approaches for different business units?
• How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies?
Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply. Get started today.
- Sales Rank: #67482 in Books
- Published on: 2015-06-09
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x 1.10" w x 6.30" l, .96 pounds
- Binding: Hardcover
- 288 pages
Review
“In terms of business strategy books, one of my favourites this year was Your Strategy Needs a Strategy by Martin Reeves, Knut Haanaes and Janmejaya Sinha, HBR Press.” — The Irish Times
“Be bigger or faster? Blue Ocean Strategy or aggressive? ... But what strategy do YOU need? ... According to this framework, there are five approaches: be big, fast, first, the conductor or simply be viable. You just have to choose. At Business Digest, we could not miss this book in which three experts from BCG offer you to slow down the pace to choose the strategy that suits you better.” — Business Digest
“In depth explanations of each of these approaches will provide critical insights to help leaders match their approach to strategy to their environment, helping to determine when and how to execute each one, and avoid a potentially fatal mismatch.” — Consulting magazine
ADVANCE PRAISE for Your Strategy Needs a Strategy:
Ian C. Read, Chairman and CEO, Pfizer—
“Reeves, Haanæs, and Sinha’s ‘strategy palette’ deftly illustrates the core approaches that can lead to success within the complex world of global business. Clear and comprehensive, Your Strategy Needs a Strategy is a must-read for business leaders seeking a fresh take on strategy and implementation.”
Marco Airoldi, CEO, Benetton Group—
“Finally, a business book that does not oversimplify strategy, proposing the next recipe or tool that will solve everything. On the contrary, it rightly acknowledges the variety of different business contexts and provides a rigorous framework to navigate this complexity—and take advantage of it!”
Klaus Schwab, founder and Executive Chairman, World Economic Forum—
“The business world will be transformed in an unprecedented manner in the coming years, and this requires completely new strategic thinking. This book provides the conceptual tool for leaders who want to succeed in this new world.”
Ruimin Zhang, founder, Chairman, and CEO, Haier Group—
“Your Strategy Needs a Strategy provides a compelling and timely guide to strategy and execution. It explains how strategy is contingent on the environment and why, especially in unpredictable environments, some companies will need to delegate decision-making power and resource-allocation power to self-organizing teams and encourage everyone to create value for their users.”
Deepak Parekh, Chairman, HDFC—
“We finally have a book that can help CEOs and their top teams decide the right strategic approach for their companies in today’s volatile business environment. A must-read.”
About the Author
Martin Reeves is Director of the BCG Bruce Henderson Institute and a senior partner based in New York City. Knut Haanæs is the global leader of BCG’s Strategy practice and a senior partner in the Geneva office. Janmejaya Sinha is chairman of BCG Asia Pacific, a member of BCG’s Executive Committee, and a senior partner in the Mumbai office.
Most helpful customer reviews
20 of 21 people found the following review helpful.
THE BEST BOOK ON STRATEGY FOR A LONG TIME TO COME - IT WILL DEFINE STRATEGY FOR YEARS
By Emmanuel L
The best strategy book I have after Michael Porter's books written in the 1980s. The beauty about this book is that it integrates many of the disparate strategic tools into cohesive strategic approaches. The gist is that your strategy should be based on deep understanding of the context in which you operate. All the strategy work of the past 30-40 years is organized in the best way I have ever seen. Gary Hamel has been preaching for years that our approach to strategy has to change and this book nails this issue the best. If I have to rank this book in history of strategy it will be thus:
1) Porter's books.
2) This book.
3) Disruptive innovation (by Christensen).
4) Blue Ocean strategy.
5) Bottom of the pyramid (Prahalad)
6) End of Competitive advantage (by McGrath) and
6) The book on Steve Jobs (by Issacson), to know about ecosystems.
The book is worth every page and every penny and more! As a strategist myself this book is a great user guide and the authors have done a great job!
17 of 18 people found the following review helpful.
All other strategy books are footnotes to this one
By sofia
I have read dozens of books on strategy and I wish I had started with this one! All others could be footnotes to Your Strategy Needs a Strategy.
Instead of touting any single approach as the panacea, Reeves and co present in a very clear way the different environments that require different strategic approaches. I have seen first hand the disasters that occur when there is a mismatch between a selected strategy and the environment that an organization operates in. Finally, this is a must-read guide to avoid that.
The depth of evidence presented and the practical focus on executing is impressive. So refreshing to read a strategy book that is not just rhetoric!
Strategy is alive and I find myself referring back to the ideas in the book often. Your Strategy Needs a Strategy has won a priority place on my shelf.
14 of 15 people found the following review helpful.
"The essence of strategy is choosing what not to do." -- Michael Porter
By Robert Morris
Porter's comment offers a valuable reminder, as does this one from Peter Drucker: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." The same is true of all other major business initiatives: to paraphrase an ancient proverb, "old wine in new bottles is still old wine." During an interview of Jon Katzenbach years ago, he confided that the most difficult challenge to change agents is to think differently about change. In another interview, Tom Kelley expressed a comparable thought when stressing the importance of thinking innovatively about innovation.
This is probably what Martin Reeves, Knut Haanaes, and Janmejava Sinha had in mind when observing that a leader "has a number of critical roles when matching strategic approaches to environments, keeping the resulting strategy collage dynamic, and catalyzing the execution of those approaches. From the CEOs we interviewed for this book, we heard that the toughest and most valuable challenge of all is managing the dynamic complexity inherent in large companies that requires multiple simultaneous or successive approaches to strategy."
These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of this book's coverage:
o Five Strategy Environments (Pages 6-7)
o Five Strategy Archetypes (7-14)
o Mars, Inc.: Winning Classically (25-27)
o The Classical Approach to Strategy: Core Idea (27-30)
o When to Apply a Classical Approach (32-33)
o Positioning Play at Huawei (38-39)
o Planning and Challenge at Mahindra (41-44)
o Planning with Discipline at Mylan (44-45)
o The Classical Approach in Practice: Implementation (47-54)
o The Adaptive Approach to Strategy: The Core Idea (60-63)
o Managing a Portfolio of Experiments (72-76)
o The Adaptive Approach to Strategy: Implementation (76-85)
o The Visionary Approach to Strategy: The Core Idea (89-93)
o The Visionary Approach to Strategy: Strategizing (97-101)
o The Visionary Approach in Practice: Implementation (104-110)
o The Shaping Approach to Strategy: Core Idea, and, When to Apply a Shaping Approach (115-123)
o The Renewal Approach to Strategy: Core Idea (143-148)
o The Renewal Approach in Practice: Strategizing (150-158)
o The Renewal Approach in Practice: Implementation (159-164)
o Ambidexterity: Core Idea (175-178)
o Four Approaches to Ambidexterity: Which Fits Your Canvas? (178-184)
o Key Leadership Roles in a Complex and Dynamic World (197-199)
o Animating the Collage: The Eight Roles of Leaders (199-209)
Obviously, no brief commentary can do full justice to the wealth of information, insights, and counsel that Martin Reeves, Knut Haanaes, and Janmejava Sinha provide in this volume. However, I hope I have at least indicated why I think so highly of the material, most of which (with appropriate modification) can be of incalculable value to leaders in almost any organization, whatever its size and nature may be.
Strategies can be viewed as "hammers" that drive tactics or "nails." In today's global marketplace within which change occurs faster and in greater number than at any prior time that I recall, business leaders need more than a toolkit. They need a giant hardware store and the skills that tools require. Strategies must help organizations to achieve their objectives. First, however, business leaders must identify those objectives with care. When doing so, I presume to suggest that that they keep in mind the aforementioned observation by Peter Drucker : "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."
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