More than 4 weeks availability
Meet Justin Campbell. He's a new MBA graduate who's landed a job with a strategy consultancy. His engagement team is on a mission: help HGS Inc., a specialty chemicals firm, define and execute a strategy for exploiting a textile technology the company developed. Justin and his team deploy state-of-the-art strategy tools to analyze the attractiveness of potential markets for the technology. But they soon realize the tools don't help them grapple with the human side of strategy--including political forces swirling within HGS. Everyone involved in the engagement is biased and insecure, brilliant and hardworking, selfish and lazy, loyal and dedicated. Justin and his cohorts aren't "real"--What I Didn't Learn in Business School is a business novel. But they're realistic: they're just like us. Their story reveals the limitations of strategy tools and demonstrates tactics for navigating the messy, human dynamics that can make or break a company's strategy efforts. This engaging book uses the power of story to present potent lessons for anyone seeking to excel at strategy management.
It's a compelling read--whether you're an MBA grad struggling to apply what you learned or in the fray and eager to see what MBAs get wrong when they land in the real world.
Jay Barney is a professor of management at the Ohio State University's Fisher College of Business. He has published numerous articles in strategy and management journals, as well as five bestselling textbooks on strategy. Trish Clifford is formerly the Director of Global Strategy Learning at McKinsey & Company, and now spends her time in private practice working with mid- and upper-level managers in a variety of companies to strengthen strategic capabilities through a tailored mix of consulting, workshops, experiential learning, asynchronous and classroom learning. She works throughout the US, Asia, and Europe.
Table of Contents Series Introduction ii Preface vi Acknowledgements ix Prologue x Part One: The Team and the Problem 1 Chapter One: Turbulence 2 Chapter Two: The Consulting Team 7 Chapter Three: The Client Team and a Surprise 18 Chapter Four: A Coffee Disaster 29 Part Two: What Is the Problem? 41 Chapter Five: A Present Value Mystery 42 Chapter Six: It's the Industry 54 Chapter Seven: It's Not Just the Industry 64 Chapter Eight: Which Industry Is It? 74 Chapter Nine: It's All About Synergy 82 Chapter Ten: On Synergy and All that Stuff 92 Chapter Eleven: On Value Chains and Sustained Competitive Advantages 101 Chapter Twelve: Turbulence 110 Part Three: Mid-Course Corrections 113 Chapter Thirteen: Exercised 114 Chapter Fourteen: Jackie 118 Chapter Fifteen: Throw Out All the Rules 125 Chapter Sixteen: Well, Not All the Rules 135 Chapter Seventeen: Options 143 Part Four: Analysis Is Not Strategy 153 Chapter Eighteen: How to Evaluate the Alternatives 154 Chapter Nineteen: Me Cracking the Case 158 Chapter Twenty: The Case Cracking Me 165 Chapter Twenty-one: An Informative Cab Ride 169 Chapter Twenty-two: Back to the Lab 175 Chapter Twenty-three: What Are the Core Competencies 183 Chapter Twenty-four: Reflections 185 Chapter Twenty-five: Romance 194 Part Five: Making Strategy Happen 199 Chapter Twenty-six: Getting Ready for the Final Push 200 Chapter Twenty-seven: First Time Out of the Box 212 Chapter Twenty-eight: Planning for Change 221 Chapter Twenty-nine: Final Presentation 227 Chapter Thirty: On the Beach 238
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- ID: 9781422157633
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