Here are 100 books that The Mind Of The Strategist fans have personally recommended if you like
The Mind Of The Strategist.
Shepherd is a community of 12,000+ authors and super readers sharing their favorite books with the world.
I’m an innovator. I’ve been one since I was a kid. Since then, I’ve started a couple of non-profits and four companies, and I’ve advised hundreds of clients on innovation opportunities. I’ve also led the team that created one of the world’s first smartphones. Over the past dozen years, I’ve written four books on the strategy and capabilities of innovation. Innovation is one of the essential characteristics that make us human. It can get the world into trouble, but it does more good than harm on balance. My mission is to make us better at innovation and make the world a better place.
As a strategy consultant for over two decades, let me tell you: the world is full of bad strategy. This book lays out so clearly what makes bad strategy bad, as well as what good strategy consists of. Rumelt uses examples from business, of course, but he goes far beyond that realm, too.
The book opens with a description of how Admiral Horatio Nelson defeated Napoleon’s forces in the Battle of Trafalgar. Rumelt, a Professor at UCLA, gives recommendations that are specific, tied to examples, and actionable. I walked away with a clear set of takeaways and wonderful stories to back them up.
When Richard Rumelt's Good Strategy/Bad Strategy was published in 2011, it immediately struck a chord, calling out as bad strategy the mish-mash of pop culture, motivational slogans and business buzz speak so often and misleadingly masquerading as the real thing.
Since then, his original and pragmatic ideas have won fans around the world and continue to help readers to recognise and avoid the elements of bad strategy and adopt good, action-oriented strategies that honestly acknowledge the challenges being faced and offer straightforward approaches to overcoming them. Strategy should not be equated with ambition, leadership, vision or planning; rather, it is…
I’ve spent many years as a management consultant to a range of big, global corporations, smaller companies, and not-for-profits. I also headed up succession planning and management development at two major companies. I decided to go into this field based on a strong conviction, a conviction that continues today: that leadership counts. Strong leaders benefit people in their organizations and, ultimately, society itself. Having worked with many senior leaders and led organizations myself, I know the range of pressures executives face and how easy it is to fail. Companies need a supply of capable, well-equipped senior leaders, and those who aspire to top-level positions need guideposts about achieving their career aspirations.
As they move up, executives become more and more responsible for strategy and building the capacity of the organization. But one thing never changes: they are still responsible for making sure that strategic plans get implemented.
Their dilemma, given all the other responsibilities they take on, is how to manage execution without getting bogged down at too low a level of detail. Bossidy is a retired CEO and Charan is a well-respected consultant. They lay out a roadmap for ensuring implementation and simultaneously building organization capacity.
Larry Bossidy is one of the world's most acclaimed CEOs, with a track record for delivering results that has few peers. Ram Charan is a legendary advisor to senior executives and boards of directors, with unparalleled insight into why some companies are successful and others not. The result is the book people in business need today. One with a highly practical framework for closing the gap between results promised and results delivered. After a long, stellar career with GE, Larry Bossidy became CEO of Allied Signal and transformed it into one of the world's most admired companies. Accomplishments like 31…
My career in business strategy as a manager, consultant, and academic developed via my lifelong passion for military strategy and tactics, reading countless books on the Battle of Marathon through to the Third (!) World War. When I was introduced to business strategy in an MBA program, it was love at first lecture. I progressed to a doctorate in “Business Policy” at Harvard Business School as the second doctoral student of the then unknown Michael Porter. My main contribution has been the concept of global strategy for multinational companies. My focus is now on how Chinese companies are moving from imitation to innovation and reinventing management control.
Of the many books explaining the success of the Roman Empire, this is by far the best in that it shows how Rome continually adapted its strategy in building and sustaining its empire. Rome's strategy was not ceaseless fighting but comprehensive strategies that unified force, diplomacy, and an immense infrastructure. Initially relying on client states to buffer attacks, Rome moved to permanent frontier defense. Finally, as barbarians began to penetrate the empire, Rome fielded large armies in a strategy of defense-in-depth. This book's lesson for business strategy is that companies need to constantly adapt their strategies as their circumstances change. The book also has powerful implications for modern geopolitical strategy—be flexible in both means and ends.
At the height of its power, the Roman Empire encompassed the entire Mediterranean basin, extending much beyond it from Britain to Mesopotamia, from the Rhine to the Black Sea. Rome prospered for centuries while successfully resisting attack, fending off everything from overnight robbery raids to full-scale invasion attempts by entire nations on the move. How were troops able to defend the Empire's vast territories from constant attacks? And how did they do so at such moderate cost that their treasury could pay for an immensity of highways, aqueducts, amphitheaters, city baths, and magnificent temples? In The Grand Strategy of the…
From my earliest memories I’ve always been interested in military history, and as a young man I served in the U.S. Navy on a nuclear submarine. As an ardent bibliophile, my home and office overflows with books. As a professor, for the past 25 years I’ve been fortunate enough to teach a broad survey on western military history, which gives me the opportunity to experiment with many books for my own and the students’ enjoyment. The books on this list are perennial favorites of the traditional-age undergraduates (18-22) I teach, but will appeal to any reader interested in premodern military history.
There’s an old saying that states, “Amateurs discuss battles; Professionals discuss logistics.”
Engel’s book proves the point, arguing that the Macedonian king’s real genius was not tricky moves on the battlefield, but by making sure his men had enough food and water to sustain themselves for twelve years. One of the great things about this book is that Engels covers things that work for any premodern era: how much a human or animal can carry; how much food and water they consume on a daily basis, and what it requires to keep tens of thousands of humans on the march adequately supplied.
You’ll never think the same way about premodern warfare again after reading it.
'The most important work on Alexander the Great to appear in a long time. Neither scholarship nor semi-fictional biography will ever be the same again...Engels at last uses all the archaeological work done in Asia in the past generation and makes it accessible...Careful analyses of terrain, climate, and supply requirements are throughout combined in a masterly fashion to help account for Alexander's strategic decision in the light of the options open to him...The chief merit of this splendid book is perhaps the way in which it brings an ancient army to life, as it really was and moved: the hours…
My mission in life is to create soulful workplaces because I believe that we spend so much time at work that it impacts society at large. To feed this passion I read. A lot. Too much. I have devoured many hundreds of books on improving organizations. I haven’t found one book that has all the answers, but there are several that capture a lot. I also find that if a book is fun and easy to consume, it’s stickier; I can hand out copies and enroll people in the vision and start to implement the ideas in their organization. Fun books lead to action.
Deming’s work is classic. He understood how messed up the corporate world was getting way back in the 1960s. But we Americans wouldn’t listen, so he went and helped Japan, and most notably, Toyota. It’s fascinating to read his work that was way ahead of its time and notice the things we are just starting to implement today. It’s also a great prophecy of what’s to come.
A new edition of a book that details the system of transformation underlying the 14 Points for Management presented in Deming's Out of the Crisis.
It would be better if everyone would work together as a system, with the aim for everybody to win. What we need is cooperation and transformation to a new style of management.” —from The New Economics for Industry, Government, Education
In this book, W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis. The Deming System of Profound Knowledge, as it is called, consists…
I learned about leadership and building organizations in a volunteer, community-based organization growing up. I ran my first leadership workshop as an 18-year-old for 15-16-year-old kids, and at its peak, led a passionate group of 200+ kids. I then woke up from that dream into a “real job” as a product manager in a company selling products like bath soap and shampoo, and later as a strategy consultant. It was there that I noticed the significant pain people were experiencing in the corporate world, and I realized I could help leaders build organizations where both the business and its people could thrive.
I generally don’t like reading books by management consultants, being a former one myself, but this book stands out. The authors take a life-cycle view of companies, showing how the early stages, dominated by the mavericks who started the company, eventually give way to bureaucracy, creating a significant distance between the boardroom and its users.
They start the book with a central thesis, which I think is invaluable for any leader: growth creates complexity, and complexity is the silent killer of growth. This is another book I wish I had written.
A Washington Post Bestseller Three Principles for Managing--and Avoiding--the Problems of Growth Why is profitable growth so hard to achieve and sustain? Most executives manage their companies as if the solution to that problem lies in the external environment: find an attractive market, formulate the right strategy, win new customers. But when Bain & Company's Chris Zook and James Allen, authors of the bestselling Profit from the Core, researched this question, they found that when companies fail to achieve their growth targets, 90 percent of the time the root causes are internal, not external--increasing distance from the front lines, loss…
Leadership is always the key to success in strategic planning for any organization. Great leaders can drive their organizations to success, while poor leadership can crater the organization and take generations for it to rebuild. A good leader is essential in the aspect of providing good morale for the employees of the organization. Good leadership factors cause the organization to be seen as cutting edge and as an organization that others want to go work for in an effort to be better themselves. An organization with a superior strategic planning process, will have great leaders and employees to not only formulate the plan, but also execute the plan successfully.
This book is great for leaders who are coming into a new situation, or are currently in an evolving work environment. Any environment is going to have change, and leaders have to recognize and adapt when change occurs.
To be successful, a leader needs to ensure that the operations of their area can adapt and deliver to their clients. William Bridges' book is geared to assist managers and leaders with those changes and assists them with the key issues to be mindful of during a transition. This book is one that every manager and leader should have on their bookshelf.
The business world is constantly transforming. When restructures, mergers, bankruptcies, and layoffs hit the workplace, employees and managers naturally find the resulting situational shifts to be challenging. But the psychological transitions that accompany them are even more stressful. Organizational transitions affect people it is always people, rather than a company, who have to embrace a new situation and carry out the corresponding change.As veteran business consultant William Bridges explains, transition is successful when employees have a purpose, a plan, and a part to play. This indispensable guide is now updated to reflect the challenges of today's ever-changing, always-on, and globally…
I had an epiphany at Amazon, when we ran A/B tests at scale and observed the low success rate: we learned to adjust our intuitions. I recall the denial at Microsoft when I proposed to evaluate features with A/B tests “because over 50% of them failed to improve key metrics at Amazon.” The typical response? We have better program managers. When we started to evaluate ideas at Microsoft, over 2/3 of them failed to improve key metrics, and at Bing, the rate was about 80%. By 2019, most large products at Microsoft were making data-driven decisions with over 100 A/B test treatments launched every workday. I currently teach an A/B Testing class.
This great management book was written by an engineer who clearly explains the rationale for his recommendations.
Andy Grove, former chairman and CEO of Intel, is credited with driving the growth phase of Silicon Valley, was named Time’s Man of the Year, and is credited as the “Father of OKRs.”
One example that I love: a new hire does poor work. His manager says: “He has to make his own mistakes…that’s how he learns!”
Grove writes: “absolutely wrong…the tuition is paid by his customers…[instead of by the manager].” Another gem: “Review rough drafts [you delegated]; don't wait until your subordinates have spent time polishing them into final form before you find out that you have a basic problem with the contents.”
The president of Silicon Valley's Intel Corporation sets forth the three basic ideas of his management philosophy and details numerous specific techniques to increase productivity in the manager's work and that of his colleagues and subordinates
As a wannabe rockstar studying philosophy and mathematics, never in my wildest nightmare did I imagine I would one day earn a living traveling the world, helping corporate managers become better bosses. But in unexpected ways, all the different strands of my interests and passions have woven together into a work-life well lived, with over two decades of experience and contemplation distilled down into this book I have co-written with my friend and business partner, Bjorn Billhardt, CEO of Abilitie.
For decades, I was unsatisfied with the definitions of “leadership” I would read. For one thing, they failed to account for why we need the term “leader” when the more humdrum “manager” would do just fine. To me, the word "leader" will always be linked to 20th-century fascism, so I'm reluctant to use the word casually. Additionally, many conventional definitions of leadership are just laundry lists of virtuous behavior we’d really like to see in anyone, not just “leaders.”
At the same time, I was fascinated with game theory. This book brought those two strands, leadership and game theory, together.
Miller opened my eyes to the fact that there was something that could be called “leadership” that helped explain a nagging puzzle in game theory, namely how we are able to overcome social dilemmas and cooperate with each other, even in the absence of brute incentive systems provided by “mere”…
In organisation theory a schism has developed between the traditional organisational behaviour literature, based in psychology, sociology and political science, and the more analytically rigorous field of organisational economics. The former stresses the importance of managerial leadership and cooperation among employees, while the latter focuses on the engineering of incentive systems that will induce efficiency and profitability, by rewarding worker self-interest. In this innovative book, Gary Miller bridges the gap between these literatures. He demonstrates that it is impossible to design an incentive system based on self-interest that will effectively discipline all subordinates and superiors and obviate or overcome the…
I’m passionate about workplace leadership, both as a writer and former human resources executive. I spent three decades in corporate HR roles. At the same time, I wrote 17 books on effective people leadership practices and published hundreds of articles as a columnist for SHRM—the Society for Human Resource Management. I’ve taught in UCLA Extension’s School of Business and Management for years, trained for the American Management Association, and served as a keynote speaker at many conferences. I find leadership and management fascinating—hiring, motivation, professional development, accountability, innovation, and even termination. Building people's muscle while protecting companies from unwanted legal liability has been my passion throughout my career.
This was the best book I’ve read for new managers because of its broad coverage of key areas of responsibility and its practical application and wisdom for newly minted leaders to build their self-confidence and transition effectively into their new roles and responsibilities.
New managers are the base of the leadership pyramid—the foundational structure of what makes businesses work. They set the tone, serve as role models, and literally create each organization’s unique culture. And they need training—lots of it—to master their craft and forge strong relationships (sometimes with people who, until recently, were their peers).
This book gets them off on the right foot and helps them build critical muscle around effective leadership principles, legal awareness, self-care, emotional intelligence, remote team management, and so much more.
The trusted management classic and go-to guide for anyone facing new responsibilities as a first-time manager.
Learn to conquer every challenge like a seasoned pro with the clear, candid advice in The First-Time Manager. For nearly four decades, this expert guide has brought newcomers up to speed on the realities of managing people.
The updated seventh edition delivers new information that helps you manage across generations, use online performance appraisal tools, persuade with stories, oversee remote employees, build a team dynamic, match a boss's style, and more.
