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Essentially, this book examines the arguments about the value of business strategy though the lense of management history. The author follows the progression of strategic thinking to the present. The work of consultants and academics building theory is all here. I have been familiar with the strategic models and literature for a number of yours, but this volume puts a real face on the entire process. Troubling is the influence of a handful of academics and consultants on contemporary business thinking. I just had not thought of the evolution of strategic thought in this context.
This is a great book, well written and expertly read by Robertson Dean. Anyone who works in business will benefit by listening to this one with one caveat. If you are familiar with the basic strategic planning models (Five Forces, BCG Matrix, etc) you will do fine. If not, you will benefit, perhaps,l more by reading the paper copy.
14 of 14 people found this review helpful
The book is a rather linear history of business strategy. It starts with roughly a chapter for each of the great contributors to the field (i.e., each of the ???lords of strategy???). But as the time-line progresses the story becomes more fractured with fewer ???Lords??? and many lesser contestants in the market place of ideas. Presumably this is corresponds to the real world, but the result is that the book undergoes a gradual change in style, ending with a very different style than it starts.
The book argues that the big Boston consulting firms were at the heart of this story. This simultaneously seems truer than I had realized and somewhat biased (e.g., where does Stanford and Silicon Valley fit in to this story).
Some of the history was not well known to me and I suspect is not widely known.
Readers looking for context will rate this book higher (e.g., 5 stars). Reader looking for more than context will probably rate the book lower (e.g., 3 stars).
2 of 2 people found this review helpful