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Strategic IQ: Creating Smarter Corporations Hardcover – June 5, 2012

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Editorial Reviews


‘I felt inspired…It presents to HR unbelievers what the leaders in the HR field have been professing for some time. This is no bad thing.’(HR, June 2012)

From the Back Cover

Praise for Strategic IQ
"Hard-hitting and stimulating, Wells' thesis carries a robust message that should make business leaders the world over sit up and think."
          Archie Norman, Chairman, ITV, UK

"Wells makes a compelling case for dramatic change."
          Ron Sargent, Chairman & CEO, Staples, USA

"A scintillating, stimulating and thought-provoking perspective on strategy ... ignore it at your own peril!"
          Dr Nahed Taher, CEO, Gulf One Bank, Saudi Arabia

"A must read for any CEO looking to jump-shift their company's performance."
          Michael White, Chairman & CEO, DIRECTV, USA

"Wells brings his famously sharp mind and uncompromising approach to a brilliant new book ... you will enjoy the read, but flinch at the implications."
          Dan Cobley, Managing Director, Google UK

"Terrifying but true! Wells zeroes in with supreme intellectual precision on the heavy price firms pay for moving too slowly on the business battlefield."
          Bill Roedy, ex Chairman & CEO, MTV Networks International, USA

"Wells ... offers real world, practical advice to raise your company's Strategic IQ."
          Glenn Renwick, CEO, Progressive Corporation, USA

"Wells breaks down common misconceptions about strategy. This book provides an excellent guide."
          Dr Victor Fung, Chairman, Li & Fung, Hong Kong

"A master-class on strategy from a master strategist."
          Rick Mills, Group Director, Strategy Innovation, Alliance Boots, UK

"A tour de force ... Wells presents the most approachable, practical, and comprehensive strategy guide to formulating and executing strategy ever!"
          Bruce Harreld, ex-Head, Strategy, IBM, USA
Strategic IQ

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Product Details

  • Hardcover: 328 pages
  • Publisher: Jossey-Bass; 1 edition (June 5, 2012)
  • Language: English
  • ISBN-10: 0470978287
  • ISBN-13: 978-0470978283
  • Product Dimensions: 6.3 x 0.9 x 9.3 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (2 customer reviews)
  • Amazon Best Sellers Rank: #907,376 in Books (See Top 100 in Books)

More About the Author

John Wells is Professor of Management Practice at Harvard Business School. He teaches many courses on strategy innovation and change in the MBA and Executive Development programs, including his own courses on Strategic IQ.

Dr Wells graduated with a double first in physics from Oxford University, specializing in nuclear and solid state. He received his MBA and DBA from the Harvard Business School, where he was a George F Baker Scholar, graduating first his class, and a Dean's Doctoral Fellow.

Dr Wells has combined a career in academia with extensive business experience. He has been a senior executive, a director, a business school president, and a CEO. He has also been an advisor, a coach and a facilitator to senior executives and firms, large and small, in numerous sectors of the economy. He has also advised governments on competitiveness.

Dr Wells has written over 50 cases on strategy and innovation and speaks regularly on the subject around the world. His wide-ranging research interests include business model innovation, social strategy, responsible leadership, relevant learning and family capitalism.

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1 of 1 people found the following review helpful By John Gibbs on June 21, 2012
Format: Kindle Edition Verified Purchase
When firms face profit pressures in the marketplace, most do not recognise it as a strategic problem; instead their first instinct is to try harder, attempting to do the wrong thing more efficiently, according to John Wells in this book. In order to succeed in a changing world, firms need to overcome strategic inertia, structural inertia and human inertia to steer themselves into attractive places in the competitive environment.

The book is divided into three parts which discuss smart strategy, smart structure and smart minds. Much of what the author has to say about smart strategy will be familiar to those who have read other books on strategy. A distinction is drawn between firms with low strategic intelligence (those who are blind, in denial or incompetent), firms with moderate strategic intelligence (those that define and make strategic choices), and firms with high strategic intelligence (those with a mindset of change, continually finding new ways to succeed).

The book contains some interesting ideas about smart structure. Most organisations have a fairly rigid structure, leaving them vulnerable to competitive attack. The author advocates object-oriented organisational structures, with the organisation being made up of numerous strategic business components which can be easily rearranged, in a manner similar to agile object oriented computer programming.

There is an interesting discussion of the operation of social mechanics within an organisation. People naturally form social units, and organisations can make sure the conditions exist to encourage trust, reciprocity and altruism within work groups. Social networking technologies can be harnessed to help the social mechanics.
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Format: Hardcover Verified Purchase
Deep insights on the role of strategy in the real world. Wells has created extremely useful models for understanding what strategy is and how the effort can be either wasted or instrumental in the on going success of an organization. This book will speak to those who are serious about creating exceptional organizations - pretenders need not apply. To round out the picture I also recommend Cynthia Montgomery's book, The Strategist. These are two very powerful books that can challenge the current strategic practice of most organizations - and provide a path for improvement.
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