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Strategic DNA: Bringing Business Strategy to Life

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The best managers ensure that the decisions and actions taken by their business are all connected to the same overall strategy. Managers who fail to do so squander time, money, and resources on unimportant tasks, then try to correct the problem with new plans and methods. Some of these solutions are worthwhile in their own right, but they too will inevitably fail if they’r The best managers ensure that the decisions and actions taken by their business are all connected to the same overall strategy. Managers who fail to do so squander time, money, and resources on unimportant tasks, then try to correct the problem with new plans and methods. Some of these solutions are worthwhile in their own right, but they too will inevitably fail if they’re not connected to the organization’s other decisions and actions. Strategic DNA helps readers build the vital connections their business needs to bring its strategy to life. Author Lawrence Hobbs explains how to unite managerial activities and focus strategies for maximum effect using alignment-building methods that retain the discipline needed to stay on course. Crammed full of insights and tricks of the trade, Strategic DNA is an invaluable guide to making management investments pay off in a strategy that works — and keeps working.


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The best managers ensure that the decisions and actions taken by their business are all connected to the same overall strategy. Managers who fail to do so squander time, money, and resources on unimportant tasks, then try to correct the problem with new plans and methods. Some of these solutions are worthwhile in their own right, but they too will inevitably fail if they’r The best managers ensure that the decisions and actions taken by their business are all connected to the same overall strategy. Managers who fail to do so squander time, money, and resources on unimportant tasks, then try to correct the problem with new plans and methods. Some of these solutions are worthwhile in their own right, but they too will inevitably fail if they’re not connected to the organization’s other decisions and actions. Strategic DNA helps readers build the vital connections their business needs to bring its strategy to life. Author Lawrence Hobbs explains how to unite managerial activities and focus strategies for maximum effect using alignment-building methods that retain the discipline needed to stay on course. Crammed full of insights and tricks of the trade, Strategic DNA is an invaluable guide to making management investments pay off in a strategy that works — and keeps working.

19 review for Strategic DNA: Bringing Business Strategy to Life

  1. 5 out of 5

    Robert

    Hobbs stresses the importance of having a "clarity of purpose" clearly in mind first, before formulating and then executing a strategy. In fact, the clarified purpose (i.e. the ultimate goal) can serve as a vision that guides and informs all efforts to achieve it. That's an important point. With brilliant use of the "journey" metaphor, Hobbs carefully organizes his material in response to these questions: Chapter 1: Where do we want to go? Chapter 2: How do we plan to get there? Chapter 3: How w Hobbs stresses the importance of having a "clarity of purpose" clearly in mind first, before formulating and then executing a strategy. In fact, the clarified purpose (i.e. the ultimate goal) can serve as a vision that guides and informs all efforts to achieve it. That's an important point. With brilliant use of the "journey" metaphor, Hobbs carefully organizes his material in response to these questions: Chapter 1: Where do we want to go? Chapter 2: How do we plan to get there? Chapter 3: How will we know that we're there? Chapter 4: What will that look like for each business? Chapter 5: What will we do to get there? What will we stop doing? Chapter 6: How will we organize ourselves? Chapter 7: Who will do it? How much can they spend? Chapter 8: What exactly must be done? Chapter 9: How do we get everyone on board? Chapter 10: Where should be? Where are we? What are we doing about the difference? Chapter 11: Are we there yet? Chapter 12: What went wrong? What went right? What should we change? Note: A summary of these and other key questions (per each chapter) is provided in Figure 0.2 on Page xvii. Credit Hobbs with identifying the "what" first so that he can then focus most of his (and the reader's) attention on the "how." Whenever appropriate, he also explains the "why." I also appreciate his skillful use of a standard format of five sections by which to organize key points in each chapter: Context, Why Do It?, What to Do, How to Do It, and Summary. These and other reader-friendly devices facilitate, indeed expedite frequent review of the key points later. With regard to the book's title, Strategic DNA, it suggests that "a company's ambition - its vision and strategy - is first clearly described in a `genome' that includes critical objectives, their relationships, and the achievement targets that give them form. The genome is then proactively used to frame all significant discussions, virulently permeating its way into the details that achieve the vision." In other words, just as no two human beings have the same deoxyribonucleic acid (DNA), a nucleic acid that contains the genetic instructions used in the development and functioning of all known living organisms, no two organizations have the same resources (including people), strengths, weaknesses, and objectives.

  2. 5 out of 5

    John

  3. 5 out of 5

    Robert Wyssbrod

  4. 4 out of 5

    Tertiary

  5. 5 out of 5

    Danninomics

  6. 5 out of 5

    Ernst Jan

  7. 5 out of 5

    Steve Fosselman

  8. 4 out of 5

    Rutika Malaviya

  9. 5 out of 5

    Thuydung Nguyen

  10. 5 out of 5

    Jeremiah Stover

  11. 4 out of 5

    Kendra

  12. 5 out of 5

    Juanita

  13. 5 out of 5

    Christy Urban

  14. 4 out of 5

    lohee

  15. 4 out of 5

    Patricia

  16. 4 out of 5

    Jagadeesh

  17. 5 out of 5

    Wayne

  18. 5 out of 5

    Suthir

  19. 5 out of 5

    Will Lauber

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