- Hardcover: 272 pages
- Publisher: FT Press; 1 edition (April 13, 2008)
- Language: English
- ISBN-10: 0273712446
- ISBN-13: 978-0273712442
- Product Dimensions: 6.3 x 0.9 x 9.5 inches
- Shipping Weight: 1.5 pounds (View shipping rates and policies)
- Average Customer Review: 4 customer reviews
- Amazon Best Sellers Rank: #1,414,391 in Books (See Top 100 in Books)
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Fast Strategy: How strategic agility will help you stay ahead of the game 1st Edition
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The Amazon Book Review
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This book will help directors in large organisations looking to adapt more quickly to changing market conditions.
- Director Magazine, March 2008
From the Back Cover
Title Fast Strategy
Subtitle How strategic agility will help you stay ahead of the game
Authors Yves Doz & Mikko Kosonen
Wharton School Publishing
[ BACK JACKET ]
"One of those rare managerial books that is rigorous as well as relevant."
Michael L. Tushman, Professor of Business Administration, Harvard Business School
"Yves Doz and Mikko Kosonen provide tremendous insight into one of the most relevant issues in business today. "
Olli-Pekka Kallasvuo, President and CEO, Nokia
"It has long been a dilemma - how do companies reinvent themselves? The Fast Strategy findings are an important contribution - being attentive to the evolving environment and developing the capacity within a leadership team for 'collective commitment' resonates powerfully with my own experience. A thought-provoking contribution for those seeking to renew their own business."
Vivienne Cox, Executive Vice President, BP
"I found their treatment of the subject very useful."
Craig Mundie, Chief Research and Strategy Officer, Microsoft
PLAY THE FAST STRATEGY GAME TO WIN
Why do some companies fail to adapt to change, while others thrive on change, disruption and discontinuity? Good question - and extremely relevant, because in today's constantly shifting business environment, if you can't adjust to change, you're doomed. This book shows you how to develop strategic agility in your business, so that your strategy is always up-to-speed and you stay ahead of your competitors.
Top customer reviews
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airplane book but some good issue in my view
Doz and Kosonen respond to critically important questions such as these:
What separates winners from losers in this "game"?
How differently are the winners led?
How are they organized?
How do they make decisions?
Answers to these and other questions are revealed during their rigorous examination of exemplary organizations that are most exposed to the challenges of speed and complexity such as Accenture, Canon, Cisco, HP, IBM, Intel, Nokia, and SAP. The lessons to be learned from them can be of substantial to all other organizations (regardless of their size and nature) that are currently struggling to formulate and then execute strategies that will enable them to achieve and then - a key word -- sustain decisive competitive advantage. Doz and Kosonen ask their readers to view this process as a "journey" from where their organizations are now to where they hope their change initiatives will take them. Of course, there will be significant barriers along the way, many of them cultural, the result of what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." It is imperative that those who chart the course of this journey also keep in mind what Peter Drucker observed in 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."
For me, some of the most valuable material is provided in Part 3 (Chapters 7-12) as Doz and Kosonen focus on an especially formidable challenge that many of their readers either face now or will soon encounter: Not just to survive and redirect a core business once, but to "weave strategic agility" into your organizational fabric."Tables 7.1, 7.2, and 7.3 (Pages 124-126) illustrate the erosion of strategic sensitity(e.g. tunnel vision creates strategic myopia), collective commitment (e.g.silos and bunkers compete for resources), and resource fluidity (e.g. disconnected autonomies that hoard resources) Each of these illustrations has the same format: Driver > Consequence > Toxic Side-Effect. How to avoid or replenish these patterns of erosion? Throughout Part 3, Doz and Kosonen recommend and then explain a number of different strategies and tactics. They have no illusions whatsoever about the difficulties, implications, and possible consequences inherent to regaining strageic agility, once lost. "It is a systemic capability - where many forces have to play in unison - so it can hardly be rebuilt one component at a time. [Meeting the challenge] calls for more difficult ytop management skills and more demanding behaviors. It cannot be delegated by the CEO, but yet needfs to involve all key corporate functions in well-coordinated action...[Moreover], there is not a simple, single recommendation for rebuilding strategic agility - which action sequence to consider, which oath to take are contingent on where a company starts from: sustained momentum or stagnation and inertia."
The remarks with which Doz and Kosonen conclude the final chapter also provide an appropriate conclusion to this review: "Do not evaluate the underlying drivers of strategic agility by their immediate operational value. [In that event], you could discover that you have lost strategic agility when you need it most. Keep on the strategic agility journey, keep the quest going, even when the immediate pay-offs are perhaps disappointing. You will be rewarded."
Those who share my high regard for this book are urged to check out Corporate Agility co-authored by Charles Grantham, Jim Ware, and Cory Williamson as well as Thomas Friedman's The World Is Flat and Competing in a Flat World co-authored by Victor Fung, William Fung, and Yoram (Jerry) Wind. Also Roger Martin's The Opposable Mind, Gary Hamel's The Future of Management, Henry Chesbrough's Open Business Models, Richard Ogle's Smart World, Frans Johansson's The Medici Effect, James Kilts's Doing What Matters, Dean Spitzer's Transforming Performance Measurement, and Enterprise Architecture As Strategy co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.