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Strategic IQ: Creating Smarter Corporations Hardcover – June 5, 2012
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‘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
"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
Top Customer Reviews
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.Read more ›