Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance

Description

Get to better, more effective strategy. In nearly every business segment and corner of the world economy, the most successful companies dramatically outperform their rivals. What is their secret? In Better, Simpler Strategy, Harvard Business School professor Felix Oberholzer-Gee shows how these companies achieve more by doing less. At a time when rapid technological change and global competition conspire to upend traditional ways of doing business, these companies pursue radically simplified strategies. At a time when many managers struggle not to drown in vast seas of projects and initiatives, these businesses follow simple rules that help them select the few ideas that truly make a difference. Better, Simpler Strategy provides readers with a simple tool, the value stick, which every organization can use to make its strategy more effective and easier to execute. Based on proven financial mechanics, the value stick helps executives decide where to focus their attention and how to deepen the competitive advantage of their business. How does the value stick work? It provides a way of measuring the two fundamental forces that lead to value creation and increased financial success—the customer's willingness-to-pay and the employee's willingness-to-sell their services to the business. Companies that win, Oberholzer-Gee shows, create value for customers by raising their willingness-to-pay, and they provide value for talent by lowering their willingness-to-sell. The approach, proven in practice, is entirely data driven and uniquely suited to be cascaded throughout the organization. With many useful visuals and examples across industries and geographies, Better, Simpler Strategy explains how these two key measures enable firms to gauge and improve their strategies and operations. Based on the author's sought-after strategy course, this book is your must-have guide for making better strategic decisions. Contents Preface Part One: Exceptional Performance Ch 1: Simpler, Better Ch 2: A Sea of Opportunities Ch 3: Think Value, Not Profit Part Two: Value for Customers Ch 4: Claps and Cheers Ch 5: Hiding in Plain Sight Ch 6: Looking for Helpers Ch 7: Friend or Foe? Ch 8: Tipping Points Ch 9: Strategies for Underdogs Part Three: Value for Talent and Suppliers Ch 10: Feeling Heard Ch 11: Gigs and Passions Ch 12: Supply Chains Are People, Too Part Four: Productivity Ch 13: When Big Is Beautiful Ch 14: Learning Ch 15: No Reason to Sneer Part Five: Implementation Ch 16: Asking How Ch 17: Being Bad in the Service of Good Ch 18: Guiding Investment Part Six: Value Ch 19: Connecting the Dots Ch 20: Value for Society Notes List of Figures Index About the Author