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Published: November 23, 2010
 / Winter 2010 / Issue 61

 
 

The Right to Win

Reprint No. 10407

Author Profiles:

  • Cesare Mainardi is the managing director of Booz & Company’s North American business and a member of the firm’s executive committee. He is coauthor, with Paul Leinwand, of The Essential Advantage: How to Win with a Capabilities-Driven Strategy (Harvard Business Press, 2010).
  • Art Kleiner is the editor-in-chief of strategy+business and the author of The Age of Heretics: A History of the Radical Thinkers Who Reinvented Corporate Management (2nd ed., Jossey-Bass, 2008).
  • Disclosure: At least four people named in this article have been contributors to s+b: Ram Charan, Walter Kiechel, Henry Mintzberg, and C.K. Prahalad. Others named in the article have had associations with s+b staff members, with Booz & Company, or with its competitors. Where we assess individuals’ contributions and impact, we have tried to do so independent of any such associations.

 

 
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Resources

Introduction

  1. Paul Leinwand and Cesare Mainardi, The Essential Advantage: How to Win with a Capabilities-Driven Strategy (Harvard Business Press, 2010).
  2. Paul Leinwand and Cesare Mainardi, “The Coherence Premium,” Harvard Business Review, June 2010.

A Landscape of Strategy Concepts

  1. Walter Kiechel, The Lords of Strategy: The Secret Intellectual History of the New Corporate World (Harvard Business Press, 2010).
  2. Walter Kiechel, “Seven Chapters of Strategic Wisdom,” s+b, Spring 2010.
  3. Henry Mintzberg, Bruce Ahlstrand, and Joseph Lampel, Strategy Safari: The Complete Guide through the Wilds of Strategic Management (2nd ed., FT Prentice Hall, 2009).

The Basic Tension in Strategy

  1. Alfred D. Chandler Jr., Strategy and Structure: Chapters in the History of the Industrial Enterprise (MIT Press, 1962).
  2. William P. Barnett, The Red Queen among Organizations: How Competitiveness Evolves (Princeton University Press, 2008).
  3. Clayton M. Christensen, The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (HarperBusiness, 2000).
  4. Donald Sull, The Upside of Turbulence: Seizing Opportunity in an Uncertain World (HarperCollins, 2009).
  5. Jim Collins, How the Mighty Fall: And Why Some Companies Never Give In (HarperCollins, 2009).

The Value of Position

  1. H. Thomas Johnson and Robert S. Kaplan, Relevance Lost: The Rise and Fall of Management Accounting (Harvard Business School Press, 1987).
  2. Art Kleiner, “What Are the Measures That Matter?” s+b, First Quarter 2002 (re: Johnson and Kaplan).
  3. Walter Kiechel, “Seven Chapters of Strategic Wisdom” and The Lords of Strategy (re: Andrews, Ansoff, and Henderson).
  4. Kenneth Andrews, The Concept of Corporate Strategy, (3rd ed., Richard D. Irwin, 1987).
  5. Art Kleiner, The Age of Heretics: A History of the Radical Thinkers Who Reinvented Corporate Management (2nd ed., Jossey-Bass, 2008) (re: Henderson and the aftermath).
  6. Bruce Henderson, “The Development of Business Strategy,” in Carl W. Stern and Michael S. Deimler, eds., The Boston Consulting Group on Strategy: Classic Concepts and New Perspectives (Wiley, 2006).

Execution Strikes Back

  1. Art Kleiner, The Age of Heretics (re: Hayes, Abernathy, and Deming).
  2. Robert H. Hayes and William J. Abernathy, “Managing Our Way to Economic Decline,” Harvard Business Review, July/August 1980.
  3. Gary Hamel and C.K. Prahalad, Competing for the Future (Harvard Business School Press, 1994).
  4. Art Kleiner, “The Life’s Work of a Thought Leader” (interview with C.K. Prahalad), s+b, August 9, 2010.
  5. Michael Hammer and James Champy, Reengineering the Corporation: A Manifesto for Business Revolution (HarperBusiness, 2003).
  6. Larry Bossidy and Ram Charan, Execution: The Discipline of Getting Things Done (with Charles Burck; 2002; rev. ed., Crown Business, 2009).
  7. Walter Kiechel, The Lords of Strategy (re: Stalk).

Michael Porter’s Advantage

  1. Walter Kiechel, The Lords of Strategy and “Seven Chapters of Strategic Wisdom” (re: Porter).
  2. Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980; rev. ed., Free Press, 1998).
  3. Michael E. Porter, “What Is Strategy?” Harvard Business Review, November/December 1996.
  4. Michael E. Porter, “The Five Competitive Forces That Shape Strategy,” Harvard Business Review, March/April 1979.
  5. W. Chan Kim and Renée Mauborgne, Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Harvard Business School Press, 2005).
  6. Henry Mintzberg, The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans, Planners (Free Press, 1994).
  7. Art Kleiner, The Age of Heretics, and Walter Kiechel, “Seven Chapters of Strategic Wisdom” (re: Peters).
  8. Thomas J. Peters and Robert H. Waterman Jr., In Search of Excellence: Lessons from America’s Best-Run Companies (Harper & Row, 1982).
  9. Chris Zook with James Allen, Profit from the Core: Growth Strategy in an Era of Turbulence (Harvard Business School Press, 2001); Profit from the Core: A Return to Growth in Turbulent Times (rev. ed., Harvard Business Press, 2010).
  10. Paul Leinwand and Cesare Mainardi, The Essential Advantage (re: Zook).
 
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