- Paperback: 130 pages
- Publisher: Capstone; 2nd edition edition (3 Mar 2006)
- Language English
- ISBN-10: 1841127078
- ISBN-13: 978-1841127071
- Product Dimensions: 17.7 x 12.6 x 1 cm
- Average Customer Review: 4.5 out of 5 stars See all reviews (2 customer reviews)
- Amazon Bestsellers Rank: 1,600,023 in Books (See Top 100 in Books)
- See Complete Table of Contents
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Product Description
Product Description
Strategy Express is the fast track route to mastering the essential aspects of strategy. It covers all the fundamentals of successful strategy, from developing a compelling vision to knowing your customers, and from fostering creativity to making it happen. It gives examples and lessons from benchmark companies, including Sony, eBay, Tesco, and Apple, as well as ideas from the smartest thinkers in the strategy field. It includes a glossary of key concepts and a comprehensive resources guide. Strategy Express lays bare a complex and commonly misunderstood subject so you can master the concepts and apply the thinking...fast.
From the Inside Flap
Fast track route to mastering all aspects of strategy
Covers all the fundamentals of successful strategy, from developing a compelling vision to knowing your customers, and from fostering creativity to making it happen
Examples and lessons from benchmark companies, including Encyclopaedia Britannica, Sears, Seven–Eleven Japan and ideas from the smartest thinkers
Includes a glossary of key concepts and a comprehensive resources guide --This text refers to an alternate Paperback edition.
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First Sentence
In 1980, Michael Porter first published his seminal work Competitive Strategy, which defined the ground rules for all those looking at strategy. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt
In 1980, Michael Porter first published his seminal work Competitive Strategy, which defined the ground rules for all those looking at strategy. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt
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Customer Reviews
Most Helpful Customer Reviews
4 of 4 people found the following review helpful
Format:Paperback
This is a great startpoint for anyone who needs to get their head around what strategy is about. I'd give every new manager a copy. It's a quick and easy read, and the sectioned format means you can dip in and out. It's bang up to date (2002) and provides sound references for further study.
The front cover claims that it's a "fast track to mastering all aspects of strategy" - I wouldn't go quite that far. It doesn't go into how to build a strategy in any real detail - indeed it could not within the confines of some 120 pages.
But it has a great overview of what strategy means, how strategy has developed over the last century, mentions most of the leading strategy theorists (which means you don't have to rush off and read them all straight away), and has practical case study illustrations.
I was pleasantly impressed.
I read it in hard copy, but I understand there's also a downloadable version.
Format:Paperback
This is one in a series of "ExpressExec" volumes published by Capstone/Wiley, each of which provides a concise but remarkably comprehensive review of fundamental principles and core concepts of a major business subject. In this instance, the subject is strategy. The term "express" is relevant because the manner in which the material provided enables a reader to accelerate her or his understanding of the given principles and core concepts and/or accelerate a review of them. One added-value benefit is that each volume is pocket-size and can thus be a convenient travel companion.
John Middleton and Bob Gorzynski focus on the paradoxical nature of strategy, suggesting that it is a state of mind as well as a set of tools and techniques. They include a number of relevant quotations from prominent experts on strategy (e.g. Gary Hamel, C.K. Prahalad, Michael Porter, Eric Hobsbawm, James Gleick, and Peter Stebel) that are inserted within the narrative to enhance key points. For example, when Middleton and Gorzynski reject the concept of "managing change," (i.e. controlling or limiting the effects of outside events) as an "illusion," they quote Stebel: "Those who pretend that the same kind of change medicine can be applied no matter what the context are either naïve or charlatans."
Middleton and Gorzynski use other format devices that are also very effective: summaries of key points from primary sources (e.g. ten questions to be asked and answer, suggested by Chris Zook and James Allen in Profit from the Core), "snapshot" analyses (e.g. eBay's business model), and brief citations of "Key Concepts and Thinkers" (Pages 70-85). Many readers will especially appreciate the "Annotated Bibliography" that includes references to a wealth of resources for further study (i.e. books, articles, journals, magazines, and Web sites), followed by "Ten Steps to Making Strategy Work" and "Frequently Asked Questions."
Frankly, I was surprised as well as impressed by the nature and extent of Middleton and Gorzynski's coverage (in only 120 pages) of a business subject as complicated as strategy obviously is. My rating of this book (booklet?) is explained by the fact that I am commending it for what it is (within rather strict limitations) while duly acknowledging what it is not. Those seeking greater depth of analysis should check out other sources. Middleton and Gorzynski offer their own recommendations. Here are three of mine: Michael Porter on Competition, Lawrence Hrebiniak's Making Strategy Work: Leading Effective Execution and Change, and Strategy Safari: A Guided Tour Through The Wilds of Strategic Management co-authored by Henry Mintzberg, Joseph Lampel, and Bruce Ahlstrand.
John Middleton and Bob Gorzynski focus on the paradoxical nature of strategy, suggesting that it is a state of mind as well as a set of tools and techniques. They include a number of relevant quotations from prominent experts on strategy (e.g. Gary Hamel, C.K. Prahalad, Michael Porter, Eric Hobsbawm, James Gleick, and Peter Stebel) that are inserted within the narrative to enhance key points. For example, when Middleton and Gorzynski reject the concept of "managing change," (i.e. controlling or limiting the effects of outside events) as an "illusion," they quote Stebel: "Those who pretend that the same kind of change medicine can be applied no matter what the context are either naïve or charlatans."
Middleton and Gorzynski use other format devices that are also very effective: summaries of key points from primary sources (e.g. ten questions to be asked and answer, suggested by Chris Zook and James Allen in Profit from the Core), "snapshot" analyses (e.g. eBay's business model), and brief citations of "Key Concepts and Thinkers" (Pages 70-85). Many readers will especially appreciate the "Annotated Bibliography" that includes references to a wealth of resources for further study (i.e. books, articles, journals, magazines, and Web sites), followed by "Ten Steps to Making Strategy Work" and "Frequently Asked Questions."
Frankly, I was surprised as well as impressed by the nature and extent of Middleton and Gorzynski's coverage (in only 120 pages) of a business subject as complicated as strategy obviously is. My rating of this book (booklet?) is explained by the fact that I am commending it for what it is (within rather strict limitations) while duly acknowledging what it is not. Those seeking greater depth of analysis should check out other sources. Middleton and Gorzynski offer their own recommendations. Here are three of mine: Michael Porter on Competition, Lawrence Hrebiniak's Making Strategy Work: Leading Effective Execution and Change, and Strategy Safari: A Guided Tour Through The Wilds of Strategic Management co-authored by Henry Mintzberg, Joseph Lampel, and Bruce Ahlstrand.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
1 review
"Here we go on the Strategy Express! All aboard!"
25 May 2007
Format:Paperback
This is one in a series of "ExpressExec" volumes published by Capstone/Wiley, each of which provides a concise but remarkably comprehensive review of fundamental principles and core concepts of a major business subject. In this instance, the subject is strategy. The term "express" is relevant because the manner in which the material provided enables a reader to accelerate her or his understanding of the given principles and core concepts and/or accelerate a review of them. One added-value benefit is that each volume is pocket-size and can thus be a convenient travel companion.
John Middleton and Bob Gorzynski focus on the paradoxical nature of strategy, suggesting that it is a state of mind as well as a set of tools and techniques. They include a number of relevant quotations from prominent experts on strategy (e.g. Gary Hamel, C.K. Prahalad, Michael Porter, Eric Hobsbawm, James Gleick, and Peter Stebel) that are inserted within the narrative to enhance key points. For example, when Middleton and Gorzynski reject the concept of "managing change," (i.e. controlling or limiting the effects of outside events) as an "illusion," they quote Stebel: "Those who pretend that the same kind of change medicine can be applied no matter what the context are either naïve or charlatans."
Middleton and Gorzynski use other format devices that are also very effective: summaries of key points from primary sources (e.g. ten questions to be asked and answer, suggested by Chris Zook and James Allen in Profit from the Core), "snapshot" analyses (e.g. eBay's business model), and brief citations of "Key Concepts and Thinkers" (Pages 70-85). Many readers will especially appreciate the "Annotated Bibliography" that includes references to a wealth of resources for further study (i.e. books, articles, journals, magazines, and Web sites), followed by "Ten Steps to Making Strategy Work" and "Frequently Asked Questions."
Frankly, I was surprised as well as impressed by the nature and extent of Middleton and Gorzynski's coverage (in only 120 pages) of a business subject as complicated as strategy obviously is. My rating of this book (booklet?) is explained by the fact that I am commending it for what it is (within rather strict limitations) while duly acknowledging what it is not. Those seeking greater depth of analysis should check out other sources. Middleton and Gorzynski offer their own recommendations. Here are three of mine: Michael Porter on Competition, Lawrence Hrebiniak's Making Strategy Work: Leading Effective Execution and Change, and Strategy Safari: A Guided Tour Through The Wilds of Strategic Management co-authored by Henry Mintzberg, Joseph Lampel, and Bruce Ahlstrand.
John Middleton and Bob Gorzynski focus on the paradoxical nature of strategy, suggesting that it is a state of mind as well as a set of tools and techniques. They include a number of relevant quotations from prominent experts on strategy (e.g. Gary Hamel, C.K. Prahalad, Michael Porter, Eric Hobsbawm, James Gleick, and Peter Stebel) that are inserted within the narrative to enhance key points. For example, when Middleton and Gorzynski reject the concept of "managing change," (i.e. controlling or limiting the effects of outside events) as an "illusion," they quote Stebel: "Those who pretend that the same kind of change medicine can be applied no matter what the context are either naïve or charlatans."
Middleton and Gorzynski use other format devices that are also very effective: summaries of key points from primary sources (e.g. ten questions to be asked and answer, suggested by Chris Zook and James Allen in Profit from the Core), "snapshot" analyses (e.g. eBay's business model), and brief citations of "Key Concepts and Thinkers" (Pages 70-85). Many readers will especially appreciate the "Annotated Bibliography" that includes references to a wealth of resources for further study (i.e. books, articles, journals, magazines, and Web sites), followed by "Ten Steps to Making Strategy Work" and "Frequently Asked Questions."
Frankly, I was surprised as well as impressed by the nature and extent of Middleton and Gorzynski's coverage (in only 120 pages) of a business subject as complicated as strategy obviously is. My rating of this book (booklet?) is explained by the fact that I am commending it for what it is (within rather strict limitations) while duly acknowledging what it is not. Those seeking greater depth of analysis should check out other sources. Middleton and Gorzynski offer their own recommendations. Here are three of mine: Michael Porter on Competition, Lawrence Hrebiniak's Making Strategy Work: Leading Effective Execution and Change, and Strategy Safari: A Guided Tour Through The Wilds of Strategic Management co-authored by Henry Mintzberg, Joseph Lampel, and Bruce Ahlstrand.
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