A Book Seminar on the summary of the Book - The Mind of the Stategist by Kenichi Ohmae. The Mind of the Strategist (McGraw-Hill), Triad Power (Free Press),. The Borderless World (Harper Business), The End of the Nation State. (Free Press), and The. Influences on the Mind of the Strategist: The Key Role of Learning fitting to title this book Mapping the mind of the strategist, with a nod.
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The Mind of the Strategist by Kenichi Ohmae - Free ebook download as PDF File .pdf) or read book online for free. Bussiness Planning for Competitive. in any form or by any means, electronic, photocopying, or otherwise, without prior written permission of getAbstract Ltd (Switzerland). The Mind of the Strategist. The mind of the strategist by Kenichi Ohmae; 9 editions; First published in ; Subjects: In library, Industrial management, Strategy, Japon.
Nonaka co-authored The Knowledge-Creating Company. From a UK perspective, the thing the two authors have in common is that they both hail from the East and have experienced the West Nonaka splits his time between Japan and the United States and Zhu has settled in the United Kingdom. However, their personal journeys are very different and Nonaka is Japanese, whereas Zhu is Chinese. The fact that they have joined forces to write the book reviewed here, Pragmatic Strategy: Eastern Wisdom, Global Success, is remarkable in itself. The title of the book could lead one to expect an entirely Eastern take on strategy, but in fact a fusion of Eastern and Western thinking is offered with pragmatism as the common theme.
It also made it very easy for leaders to think of strategy solely as an analytical exercise. Montgomery and fellow HBS professor Michael Porter—who is considered to be the father of the modern strategy field—were among the first researchers who began to study strategy through a rigorous, scientific process, using large empirical samples to look at regularities across industries and firms.
But the benefits have not come without costs. This has led to the eclipse of the leader's unique role as arbiter and steward of strategy.
The exaggerated emphasis on sustainable competitive advantage has drawn attention away from the fact that strategy must be a dynamic tool for guiding the development of a company over time. Does that difference matter? Is something about it scarce and difficult to imitate?
Are we doing today what we need to do in order to matter tomorrow? Being a strategist means living these questions, she says. For a leader, becoming a strategist starts with getting clear on why, whether, and to whom your company matters.
While that may sound obvious at face value, it's something that regularly stymies the veteran leaders in Montgomery's executive classes. That pause gives them away. From its early days, the book explains, IKEA set out to create "a better everyday life for the many. This driving purpose steered IKEA to succeed not just on low prices but also with a singular customer experience that no other retailer has yet managed to duplicate. Clarity of purpose behooves corporations and nonprofits alike, Montgomery adds.
If you go to the website, you'll see incredible clarity about what they do and why they do it.
They won the Nobel Peace Prize in , and they didn't get it for being murky about who they are and why they matter. But at the root it's only an idea. Strategists also must lead the charge in creating organizations that can deliver on their intentions. That means building business models with mutually reinforcing parts. Rich in organizational detail, and anchored on purpose, such systems of value creation "make strategy the animating force in a company," says Montgomery.
Drawing from an HBS case study , she shows how Gucci essentially used such an approach to support a purpose--"fashion-forward, high quality, good value"--that saved it from failure in the s.
Why pragmatism, why now? What do pragmatic strategies look like?
What to do, how to do it? Think when we learn.
The authors view strategy as purposeful emergence but do not discard more deliberate approaches; both approaches are pragmatically deployed depending on time and place. All are considered as interdependent aspects of the bottom line of strategic intent. All are brought into play in a timely and balanced way in strategy making. Many are familiar, much quoted examples in the business management literature, but they are simply described and reinterpreted.
Others, particularly the Chinese cases, are new and recent. Their analysis considers not only business success and failure but also the current problems of global capitalism.
The main theme of the book, the glue that holds it together, is pragmatism. They draw on Confucianism throughout while pragmatically drawing on ideas, theories, ideologies and experiences from other Eastern and Western traditions and base disciplines.
The final chapter is a masterful synthesis of Eastern and Western American pragmatism applied to strategy.
One may want to challenge some statements and ideas in what is, after all, a very wide ranging and often assertive text, but in terms of strategy and more widely business management this book seems destined to be something of a classic, widely read, widely quoted and, of course in time, widely criticized. The book is a must read for those in OR engaged in strategy and those who explore the links between OR and philosophy.