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Customer reviews

3.6 out of 5 stars
2

on 26 November 2004
There are many good and new things in this book. Unfortunately, the good things aren't new, and the new things aren't good.
I have reviewed Charan and Bossidy's book on EXECUTION as well as Charan's book on PROFITABLE GROWTH. Both were great readings that asked us to confront reality in order to do what matters to get things right.
I've just read CONFRONTING REALITY. And I cannot help asking myself, why it was published at all? It doesn't add any new material compared to their marvellous bestseller; Execution. Instead this book spends most of its time telling case stories on the subject. I find too many of them too long and too boring. And the authors' focus on the vague concept of the business model is still a mystery to me. Why not build on strong concepts such as McKinsey's business system or Porter's value chain with proven track records. Please, confront reality!
My advice is that you buy Execution instead. It's much better. It has a clear concept, a stronger structure - and exactly the same highly important messages.
If you're a hardcore fan - like I am - of Charan and Bossidy's execution concept, you may just want to have this as an audio book for a long highway trip... that's how I managed to get through it.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business
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on 11 December 2006
Authors Larry Bossidy and Ram Charan start with what you know: the business world has dramatically, irrevocably changed. Companies confront the new reality of globalization, free capital flows and powerhouse retailers. The book's strength lies in its relentless insistence on a basic fact that business leaders know but have apparently been trying to deny: you must see the economic world as it really is. This is not new. You know the ground has shifted, but have you figured out everything that you need to do now? Most of today's business models describe how companies made money in the past - but survival now requires more than a model based on the old economy. You need that elusive, intuitive attribute Bossidy and Charan call "business savvy." Even if they can't quite seem to nail down a precise definition, their case studies illustrate how this super sense works, and why you need it. We recommend their book to managers and executives who want to learn how to rethink their businesses in today's environment.
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