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Imagine running a business without a strategy. It would be akin to driving blindfolded, to building a house without a blueprint. Yet just fifty years ago business “plans” were mere extrapolations of the status quo, heedless of the forces that determine the fate of today’s organizations: competitive threats, customer needs and business costs. The concept of strategy changed all that, paving the way for the creation of the modern corporate world.
The Lords of Strategy recounts the birth and evolution of strategy―arguably the most influential business paradigm of the past half century―and the trials and triumphs of the surprising disruptors who invented it. Principal among them were four men―Bruce Henderson, founder of the Boston Consulting Group; Bill Bain, creator of Bain & Company; Fred Gluck, longtime managing director of McKinsey & Company; and Harvard Business School professor Michael Porter―each obsessed with pinpointing how companies achieve competitive advantage over others. This insider account reveals the industry’s pioneers as “idea junkies”: a new breed of intellectuals who wielded concepts as weapons for fighting business battles. Their relentless efforts to plumb the depths of competition exploded much of the prevailing wisdom, galvanized executives into action, and forced companies to understand themselves as never before.
An important audiobook by one of management’s keenest observers, The Lords of Strategy provides listeners with a deeper understanding of the world they compete in, and a sharper eye for what works―and what doesn’t―when forging strategy.
- Sales Rank: #15006529 in Books
- Published on: 2010-09-08
- Number of discs: 10
- Formats: Audiobook, CD, Unabridged
- Original language: English
- Number of items: 10
- Dimensions: 6.50" h x 1.00" w x 7.13" l, .75 pounds
- Running time: 12 Hours
- Binding: Audio CD
Review
“[Kiechel’s] ‘The Lords of Strategy’ is a clear, deft and cogent portrait of what the author calls the most powerful business idea of the past half-century…” – The Wall Street Journal
“This enjoyable book deserves consideration for your physical or virtual bookshelf.” — The Journal of Product Innovation Management
“I must say that you’ve written a great book that reads almost like a juicy tell all.” – Consulting Magazine
“Even though we are only 4 months into 2010, it is pretty likely this is going to be the best business book of the year for me. If you are considering, currently in, or recently graduated from, an MBA program, you really must read this book. If this book had been written 10 years ago, it would have saved me a good deal of trouble making my own career decisions.” – RibbonFarm.com
Named one of “5 Smart Books” on the origins of the strategies – SmartMoney.com
“…Kiechel has done a real service…in bringing his subject to life. The book serves as a primer as well as a history, and as such almost any executive or B-school student would do well to pick it up.” —The Conference Board Review
“engaging book” - Strategy + Business
About the Author
Walter Kiechel III is the former Editorial Director of Harvard Business Publishing, former Managing Editor at Fortune magazine, and author of Office Hours: A Guide to the Managerial Life. He is base in New York City and Boston.
From AudioFile
A business journalist cogently presents his ideas on how the international corporate world should carry out strategic planning. The author painstakingly researched the inside stories of the prime movers in several well-known consulting firms, such as the Boston Consulting Group, McKinsey, and others. Narrator Robertson Dean's warm baritone is well matched to the content, enhancing it and holding listener interest. Dean's use of nuance and moderate pacing works well for Kiechel's discussion of the impact and relevance of strategic planning consultants. Business students and leaders alike will benefit from this thoughtful consideration of the practice of using outsiders to help create change. W.A.G. © AudioFile 2010, Portland, Maine
Most helpful customer reviews
1 of 1 people found the following review helpful.
A comprehensive & witty dossier
By Souvik Mitra
In the permeable world of consultants, each claiming the impact of its work or offering on the business of their clients, defining what strategy consulting really is, how it started & how it evolved, & what does the star cast look like constitutes a fascinating story, not just for its method, order & depth of research but, in my mind, in equal measure, for its slightly acerbic but always witty representation.
It was interesting for me to learn along the way how each firm looked at itself (McKinsey - the champions of C-Suite relationships, BCG - pioneers of many strategy constructs drunk on its own intellect, Bain - impact stock price over multi-year engagements & the like). The other interesting part was that this story is not just the story of consulting firms & their businesses. It is also a story of Harvard Business School & how its curricula, faculty, & the overall MBA program changed over the years on the back of Porter's contributions to strategy. Thirdly, nothing of any significant impact has been tabled supporting people as a strategic asset though right from Tom Peters & many others like him have never really had any dearth of constructs (The S Curve, for example) that center on people as a strategic asset. Along the way, came the stark definition of strategy parred down to "means of creating shareholder value" culminating in PE firms - the ultra-rational business - that became big recruiters of strategy firms. The breakdown of the value chain model of a business tying suppliers, financiers, businesses & consumers started to wobble with the coming of the internet & the ensuing search for a new model to led rather esoteric "network models" that nobody could implement.
The twenty first century story of strategy, as you'd imagine given the collapse of the financial system, is not the most redeeming. And while a bulk of blame might reside within both the actual financial services companies & the lax regulatory environment, Kiechel points out that these Financial Services companies were all great recruiters of strategy consulting firms, albeit by the time of the crisis, these firms were no longer in the C-suite as much as they used to be earlier. Having said that "strategy as risk management", many concede, was a concept that never really took off. The final chapter is really a lot of very interesting speculation on the future of strategy & how to build strategy in the DNA of organizations, how strategy needs to be "adaptive" & the kind of organization that'll thrive is a learning & a democratic one where strategic insights are fostered from just about anywhere & these are then assimilated into the organization's functions.
All in all, this is a story of remarkably gifted people, high on analytical ability, aggressive & champions of devising constructs that had a tremendous impact on many businesses & lifted the business school from the lower rungs of the academic ladder to one of the top ones.If nothing else, this one fact remains indisputable.
1 of 1 people found the following review helpful.
The reason for 4 stars versus 5 is that I am racking my brain to find a lot of useful and applicable information in the book to
By Robert Kirk
There's a select audience for this business book, but anyone who has a interest in the history of business strategy will find this book very interesting. The reason for 4 stars versus 5 is that I am racking my brain to find a lot of useful and applicable information in the book to help me become better at building a strategy. In my MBA class I was looking for some pearls of wisdom from the book but some of the best tips are the books that are referenced in this one. In summary, if you are very interested in the history of the strategy business, you will love this book.
0 of 0 people found the following review helpful.
Excellent book. Highly recommended.
By Matti Makelin
This book has been four years in my bookshelf but earlier I only had read the preface. The book puts the well-known methods of strategy in historic context and describes how they have been developed as well as the people behind them. It also describes the stories of some big consultancy firms. There are many other summaries, but here are lots of anecdotes and even humour, the book is fun.
I'm not going to describe the content by rewriting, just some of the impressions and conclusions I got from it.
The author says not much has happened since the 1990s. Strategy has lost at least some of its relevance and attraction.
The book reaffirms my long-time perception (as a consultant) that strategy as we have learnt to know it is a tired discipline. It lives the era of Brezhnevian stagnation. Not all, maybe half of it is obsolete even toxic, waste of money and time, like in advertising, but which half? On the other hand, huge and fast value migrations prove that there is a need for something new that timeshifts and teleports the ideas of the 1970s to the reality of the 2010s.
But unlike the author, I think much has happened in the last twenty or so years, there is a tacit "new strategy" but still as a patchwork of fragmented ideas, nobody has yet written a big synthesis, like Michael Porter wrote on "classic strategy" a generation ago. "New strategy" is still pieces of rock in need of sculptor and glue.
Concepts and pragmatic tools - one-pagers such as the growth-share matrix, the five forces framework and the value chain aka business system - have been formative to strategy and legitimated it. In the 1960s, the big issues to be solved were portfolio and positioning, due to deregulation, antitrust legislation and growth. In the 1980s and 1990s the issues were process management and execution. I guess today the big issue is digital transformation. The author searches for a new strategy of the 2000s in four dimensions, risk management (in the aftermath of the 2007 financial crisis), networking and boundaries, purpose, and people.
My other perception is how shaky the foundations of "classic strategy" are. The chair needs more legs. Maybe, in addition to economics, "new strategy" must look more at technology together with system and complexity theories.
A common explanation of the diminishing relevance is the increased dynamics. There is very little about dynamics in "classic strategy". I guess this should be seen as a methodological challenge and as an increased need instead of lost relevance. Something "new" is needed, more practical than "disruption", and it must handle dynamics and technology with entrepreneurial people.
The only critique is that - probably due to the journalistic background of the author - in some places the writing style is long, curly and unstructured. For a non-English and maybe not so intellectual reader like me some words are too rare. This is like fine dining and slow food when I expect fast food that comes from a clear menu. But now I also understand why some articles in Harvard Business Review have been similar, as the author writes, they have been ghostwritten by journalists.
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