Today we will talk about the 10 Best Books on Business Strategy to Read in 2022.
"A Brief History of Business Strategy," tells the history of the development of American consulting companies since the 1960s, along with changes in the operating environment of American companies and changes in strategic management thinking.
The word strategy first originated in the military and was gradually applied to the business field. Strategy is the long-term direction and scope of an organization to achieve stakeholder expectations by allocating resources and capabilities to gain an advantage in a changing environment.
Strategic decisions are made under complex and uncertain conditions, have wide-ranging implications for the organization, and often lead to significant change.
2020-2021 is a crazy year, a year enough to rewrite history, a year where you can have more time to read and think. Now that the crazy year is coming to an end, in order to set sail better next year, it is necessary to recharge yourself and learn more business strategy, decision-making methods, management skills, leadership strategies, and lessons of entrepreneurship.
To this end, we combined personal opinions and book reviews from Goodreads and Amazon to select the 10 best business strategy books of the year for your reference.
2020-2021 has been a crazy year, and it’s understandable if reading the best business strategy books is slipping down your priority list. But that means you may have missed some of these gems.
From casual readers to bookworms, there are books for all kinds of people. Case studies, step-by-step guides, and leadership advice. I'm a bookworm, and I've read hundreds of best business strategy books in my life and learned a lot from them.
The following is a list of my favorite best business strategy books, but it has been compiled based on the opinions of highly engaged readers of Goodreads.com. Hope you find something in there that resonates!
I sorted out the books that reviewed the best business strategy books that I have read in recent years and picked out the 10 best books on business strategy. The list is as follows:
Table Of Contents
Built to Last
The Innovator’s Dilemma
Crossing The Chasm
Good Strategy Bad Strategy
Your Strategy Needs a Strategy
Blue Ocean Strategy
Competing Against Luck
Good to Great
Playing to Win
The Art of Strategy
10 Best Books on Business Strategy to Read in 2022
1. Built to Last
Built to Last: Successful Habits of Visionary Companies by Jim Collins & Jerry I Porras
After reading it, I expressed my surprise that this book has such a high score?
Two authors made a point of their own and then spent years and hundreds of thousands of words proving it.
Simply put, "the point of view is correct, the proof is complete, and it is useless", "time teller, bell ringer, business comparison, development comparison, corporate culture, and many other things are correct, but for some readers who want to learn from it.
It's arguably not helpful at all, except to give us a shot in the arm" Look at those companies that were shabby in the beginning, but they all succeeded later, man, you're much better than them, let go of your doubts, and fight! "It is very passionate.
The problem is that when you stop and think about it, apart from excitement, what else do you get?
The author writes about the difficulties encountered in the early stage of the company as if playing a family if comparing the CEOs of the company in the early stage.
But what I want to say is that it is still a classic. After all, I can roughly divide the people who have read the book into two types:
A. People who are relatively successful at this stage. They will tell themselves, "Look, I'm so much better than the stupid CEOs of the comparison companies, and now I know that I have to make rules and make good clocks, and now my company is really going to last forever! "
B. is a relatively failed and confused person at this stage. They will pat their foreheads and realize, "Isn't this what I want to see!" I would also recommend it to my employees to let them know how promising we are.
Since companies like Procter & Gamble and 3M didn't know what they were doing in the early days, my ignorance is more forgivable now, and it's even a good sign what! marvelous!
I also recommend it to my opponents, let them know how open-minded and potential I am, don't look down on me! The classic example of how to write a bestseller. Personal opinion, maybe one-sided, spicy, but hopefully someone likes bitter medicine, spicy meal.
2. The Innovator’s Dilemma
The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail by Clayton M. Christensen
The logic of this book: Some large companies cannot successfully take advantage of disruptive technological changes, not because they are unconscious, have insufficient technical capabilities, do not develop relevant products, do not have suitable talents, and do not invest resources;
The goal is still locked in the present There is a market, and new technologies are still used to meet the needs of existing users and compete for a share in the existing market, resulting in the illusion of "no market" for new products -- the market for disruptive new products is often different from existing products, and it is necessary to wait or excavation. (Similar to "category theory")
Involve new products within the framework of the existing growth rate -- the market for new products must be small in the initial stage, and it is not appropriate to use the old operating model or target the overall growth rate.
Opinions put forward in the book:
a. Establish a relatively independent team:
Moderate size - appropriate amount of resources invested, which can not only ensure development but also have a limited impact on the overall growth rate;
Team "autonomy" - the operation of disruptive products Different from the original product;
b. Take equity/acquisition of small companies.
How to run this new business: Data shows that forecasts for disruptive products are often inaccurate, in part because forecasts are based on existing conditions. The time and scale of disruptive products are unpredictable. So rather than "operation", it is more about "learning" and "trial and error".
Regarding whether to be a pioneer company or a latecomer, the book points out that each has advantages and disadvantages, and there is no conclusion. "Disruptive technology should be framed as a marketing challenge, not a technological one."
3. Crossing The Chasm
Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers by Geoffrey A. Moore
The structure of this book is very western, and from a certain perspective, it is like a scientific paper: it describes a phenomenon that cannot be explained by a traditional model, and then proposes a new model (the gap model), using a large number of examples to explain the phenomenon.
Analytical interpretation (early mass-pragmatist behavioral analysis), then deduction (Normandy way and overall product), very rigorous.
The key to this book is an understanding of the early mass-pragmatist model of behavior, which is an important theoretical basis for the methodology that follows in this book.
Each of us has the experience of a pragmatist. In our work, we are more willing to use those products that rank first and second in the market. In essence, we want to control the risk. No one wants to be a guinea pig. Some work rhythms are disrupted, and we are afraid of falling into chaos.
Fear of getting into chaos is a huge obstacle for new technology products to pragmatists, and even with new features, it can't surpass the leading products on the market in terms of completeness and reliability.
How to bridge the gap? The method proposed by the author does re-emphasize the characteristic that pragmatists are afraid of chaos, find the painful point of the pragmatist's existing workflow, dig out a market segment, and use this as a breakthrough - "What matters is not in the blank market. of consumers, but the significant impact of the painful experiences of those consumers.”
Dig into a blank market segment where you are more likely to be the dominant player in the market, you can get pragmatists out of confusion and give them greater assurance than other products, and this is the solution given by the author.
Also based on this characteristic of pragmatism, the author derives the concept of the overall product. What pragmatists need is a structural solution.
The target customer profiling in the book is a good way to make demands, using natural language to describe how an appropriationist customer works before using a new product and how it works after using it, based on behavioral traits (customers should Never get into a mess), an interesting approach to deriving requirements.
Although it is a book about marketing, it is actually very useful for implementing things in daily work. How implement your ideas, methods, and new processes in an organization will inevitably encounter various resistances.
After reading this book, you will revisit it from a systems perspective and find solutions, because most people are pragmatists.
4. Good Strategy Bad Strategy
Good Strategy Bad Strategy: The Difference and Why It Matters by Richard Rumelt
The book was recommended in class, but to be honest I don't think it's a good book. . . A large part of the reason should be attributed to the fact that the teacher has made a wonderful summary of the first chapter of this well-written book in class, which caused me to be very disappointed after reading the content after reading with full expectations.
The biggest problem is the case. There are relatively few business cases, and many cases come from war and history. I once wondered if I was reading a book on the study of success. The author Rumelt was also called a "strategist among strategists". Thinking like this is more like success learned. . .
In addition to the small number of cases, more importantly, the descriptions of the cases in this book are too sloppy compared to those used in class. It is obvious that the information has been deliberately filtered, and the author often only states part of the facts of the case in order to prove his point.
Without being able to see the full picture of the case, it is difficult for readers to experience the real confusion as a decision-maker, let alone think about the causes and consequences behind various business decisions.
For example, in the case of Global Crossing Corporation, in my opinion, the industrial structure is not the core of the problem, because according to the author's description, the growth expectation of downstream demand is the key basis for supporting the stock price to rise.
If the author really predicted at that time that the growth of submarine cable data transmission will be much lower than that of land transmission, and the price drop of servers will cause most Internet companies to place servers around the world without the need for submarine cables,
then I must say It is impossible to make such a conclusion that is diametrically opposed to the consensus of the market as he said, at least it cannot be obtained by doing some bullshit five forces analysis, which requires a very deep understanding of the industry and insight.
The discussion of the financial crisis broke me even more. The view that the financial crisis was only attributed to herd mentality left me scratching my head. If I refer to Dalio's explanation of the economic cycle, I would feel that the author's discussion is too thin and ignores it.
Most of the other reasons are more important. This way of interpreting the financial crisis is very similar to the documentary "Steal Yourself" made by the leftist virgins. In order to speak from the standpoint of the masses, only part of the facts are told. Unscrupulously looking for evidence, why do I get angrier the more I say it. . Forget it. . .
In general, the positioning of this book should be a public reading. As a business school student, reading this book will not be enjoyable, and the inspiration is really limited.
Of course, it may also be that I have too little experience to realize the real wisdom behind this book. If this is the case, I hope that I can grow up quickly, find out how naive I am at this time, and find that the content in the book is so useful, and I will be slapped in the face earlier.
5. Your Strategy Needs a Strategy
Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach by Martin Reeves, Knut Haanaes, and Janmejaya Sinha
It took me nearly two months to read this "Your Strategy Needs a Strategy", and I have to say that it is an excellent strategy book, and I highly recommend it to colleagues in the Strategy Department and interested friends to learn and practice it.
Large companies need to execute a variety of strategies, assessing the business environment in which they operate based on the dimensions of predictability, plasticity, and environmental harshness, selecting the best type of strategy, and evaluating the company's existing practices.
In general, the five strategic archetypes under the strategy palette are as follows:
Classical strategy: analysis-planning-execution, making it bigger;
Adaptive strategy: change-selection-promotion, seeking speed;
Shaping strategy: attracting-coordinating-development, coordination;
Reshaping strategy: coping-saving-growth, survival.
Different strategic choices have different requirements for company information, innovation, organizational form, and culture.
In the implementation, four strategies of separation, transformation, self-organization, and external ecosystem of ambidextrous innovation should be adopted as the application of environmental diversity and dynamics.
Of course, the basic colors and combinations of the five strategies are only the basic building blocks of the company, and when they are considered in a broader context, the difference and absoluteness of each standard strategy will be weakened.
Rather, the strategic palette provides a language, logic, and mindset that enables leaders to develop the right set of competencies to chart the light and shade on the strategic palette, based on the context and the company's applicability to the whole...
In this process, leaders, as mappers of multiple strategic dynamic combinations, should play the roles of diagnosers, segmenters, disruptors, mentors, marketers, questioners, receivers, and facilitators.