Knowledge

Patterns of Strategy shows how the strategic fit between organisations drives strategic direction. The 80 ‘patterns’ of strategy help you explore options for collaboration and competition within your strategic ecosystem.

To understand the agility imperative, leaders must understand the ‘spin rate’, or speed at which the markets, organizations and their people change and evolve. Challenges occur when these systems move at different speeds

Risk, or uncertainty, is critical to finance. In many ways, finance cares more about the potential range of outcomes than the outcome itself. In today’s highly complex and unpredictable marketplace, we need to shift how we think through uncertainty and calculate risk.

Large public companies have become risk averse. They focus on quarterly results and are severely penalized by financial markets if they miss sales or earnings targets. Predictability is rewarded and uncertainty is penalized.As a result, large incumbent companies have difficulty investing in the edge businesses of tomorrow and often wait to see how markets settle before moving to take advantage of opportunities.

The Handbook of Board Governance provides readers with a wealth of insights from both practitioners (directors, management, and advisors) and academics. Editor Richard Leblanc has included entries from numerous experts.

Why your strategy must rely on a clear sense of purpose.

Bezos explains how he goes about running the massive company Amazon has become — 341,000 employees — like a startup.

The complicated tangle of strategic agility can be boiled down to the interplay of three systems: the market, the organization, and the human.

Explore the metrics required for the complex age

Kahneman explains the challenge of intuition and bias against rational thinking and data in decision-making.

Seminal book on the challenges companies face with disruption.

This book explains how digital is a force multiplier and how it should be embedded in the core operation of the business.

Denning defines three keys to Agile: the customer, the network and the team as core units in the agile world.

History and case examples of Scrum and a practical approach to begin implementation from one of the originators of the concept.

But, if you really want to grow in your career as a manager or professional working in a non-financial role, then it is imperative to enhance your knowledge of finance, says Duke Corporate Education professor Joe Perfetti.

Boeing’s failure of systems thinking.

How a good decision can yield a less than optimal result.

This book gives straightforward concepts on how to make decisions under uncertainty and to think more probabilistically.

From moats to waves. Competitive advantage is transient and companies must constantly look for future waves.

Long-standing performance indicators no longer show us the full picture. Scott Koerwer, Joe Perfetti and Michael Canning explore the metrics required for the digital age.

Simon Sinek has a simple but powerful model for inspirational leadership — starting with a golden circle and the question: “Why?”

Is the future going to be AI-oriented, and will humans be left out of it?

For a quick dose of strategy in a complex world, take a look at Bain’s Beliefs.

Reveals how executives can develop 20/20 foresight – a view of the future that separates what can be known from what can’t.

Good summary of how to spot trends and weak signals in your business to help identify the next wave.

The essential book on management from the man who invented the discipline

Pink explains the importance of timing in decision-making and its impact on results.

Incredible visuals illustrating just how fast the current rate of change is. (2018, June 8)

Speed matters in business – plus a high-velocity decision-making environment is more fun too.

We are drowning in a sea of information. Just how much? Take a look and see for yourself.

Describes the need for speed: How the current environment is one of endless acceleration.

Finding the right balance is where many advisors struggle, but a good starting point is the “40-70 rule,” made famous by retired four-star general and former U.S. Secretary of State Colin Powell.

The Internet of Things has overtaken the consumer market and is on pace to do the same in business.

An excellent example of how your customers don’t care what you do, they care about why you do it.

Research based approach to understand what makes ideas and products go viral.

Straighforward approach to negotiation.

Duhigg gives an overview of elements of agility. Key drivers of productivity and uncertainty are discussed.

A reminder that that competitive advantage is transient.

This describes a simple but powerful tool for cutting quickly through the outward symptoms of a problem to reveal its underlying causes, so that you can deal with it once and for all.

In a team based world, this book provides a practical approach for coordinating teams. Context and transparency are critical.

Their are givers and takers in the world. Be a smart giver and create more value.

Classic on personal leadership and prioritization principles.

Sinek builds on his Ted talk to define the Why or purpose of an organization as critical in an uncertain and changinmg environment as strategy is not enduring and people need a guide.

Excellent book told as a fable to explain the core elements of a high performing team.

How to avoid outcome-based decisions.

Chris Zook’s and James Allen’s seminal article on maintaining your core while expanding into adjacencies, complete with “Six Ways to Grow into an Adjacent Space.”

Early work on what became viral marketing that defined mavens, connectors and salespeople as key to enabling the scaling of a product or idea.