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Deep Dive: The Proven Method for Building Strategy, Focusing Your Resources, and Taking Smart Action Kindle Edition
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Top Customer Reviews
In my own business, writing sales copy for all types of businesses, I've learned that developing a strategy and executing it, communicating it, is perhaps the main downfall of most businesses. Armed with the information in this book, you can save your company from this disaster.
- Susanna K. Hutcheson
As someone who has spent years assessing the strategic thinking ability of job applicants, I can say unequivocally it is a skill set in short supply. This book will help put you on the right track.
Complacency has caused more damage in corporate America than foreign competition. New strategies and ways of thinking are how we can turn things around. During an economic downturn, when all of your instinct tells you to hold onto your business model at all costs, this is the precise moment when new strategies are needed the most. What "Deep Dive" does is to identify how to maximize the productivity of a brain storming sessions and eliminate any unnecessary risk when implementing a new strategy.
Several great strategic thinking concepts and methods are introduced in "Deep Dive" and are summarized at the end of each chapter. These examples given through out the book can be utilized across any organization in any functional area. Tools such as the OODA Loop and Contextual Radar methods reveal the context in which particular ideas need to flourish.Read more ›
I particulary liked his explanation of the three major disciplines of strategy: acumen, allocation, and action. Within these three primary areas he was able to emphasize the importance of working for real understanding before establishing a strategy, the careful placement of your resources where they can most effectively support that strategy, and the critical importance of execution, which is where any strategy comes to life or fades way.
Even though I'm not an underwater diver, I found Horwath's analogy of deepwater divers to be effective in understanding his thoughts on strategy. He uses that analogy just enough througout the book to support his points, but not to the point of overkill.
I found his insights on strategic thinking and on team diving to be practical and filled with real-world advice. Another strength of this book is the comprehensive explanation of some of the best ideas from some of the world's best thinkers on strategy over the past 60 years. If you are responsible in your organization for establishing the types of strategy that will drive sustainable improvement in your most important desired business results, then I strongly encourage you to read Rich Horwath's "Deep Dive: The Proven Method for Building Strategy, Focusing Your Resources, and Taking Smart Action."
That about sums up this common sense book.
Books that tout a methodology for business success are always problematic, in my view. They point out failed companies because they've failed, saying, "See, if the company's leaders only did x, y, and z, they'd still be in business." And, "Now, these companies, still in business, are obviously applying x, y, and z correctly." 20-20 hindsight.
Take General Motors. In 2009 General Motors filed for Chapter 11 bankruptcy. Before this time, it was an example of a company with a strategic plan (which apparently was to sell large, gas-guzzling cars and trucks). You hear that call from the stands for fuel efficiency? Author Rich Horwath writes that Bob Lutz, former chairman of GM, stated "The customer is at best just a rear-view mirror. He can tell you what he likes among the choices already out there. But when it comes to the future, why expect the customer to be the expert in clairvoyance or in creativity? After all, isn't that really what he expects us to be?" (p. 64). The Wall Street Journal lamented, "For the many individual General Motors Corp. shareholders wondering what their stock is still worth, the answer looks pretty bleak." So, what does this mean? Before, they were strategic thinkers, and then they were not strategic thinkers, and then they failed, and if they reemerge from their new organizational structure then they must be strategic thinkers again?
I have a diver's headache.
Here's what I want, one time. I want authors like Horwath to make predictions. "Companies A, B, and C are not applying the type of strategic thinking that I believe is required for their success.Read more ›
Most Recent Customer Reviews
I didnt love the book, but then Rich Horwath came to my work and presented for a day on it - it all came together after he presented.Published 18 days ago by April
Not that deep. Read the entire ok on a flight to china so maybe I wasn't as focused and merely wanted to complete reading it quickly. Read morePublished 4 months ago by Craig Petku
I have to read this and rate this book in my book review. I gave it a 7 out of 10, and I think it's a bit generous. Read morePublished 13 months ago by Ha Simpson
It is written in a clear manner and provides good advice on a critical topic which is very little understood. Read morePublished 13 months ago by Jason
Great book! Really gives a lot of insight into strategy off organizations without getting to technical. Read morePublished 18 months ago by Alex G
I loved it. I used in my department to delineate 2015!!! Easy to follow, very understandable.Published 19 months ago by claudio
This book has ideas which are not new. 1st couple of chapters are ok. Remaining chapters are just reference to what a decent reader would always know. Read morePublished 19 months ago by Jayjeet Govardhan