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SoBrief
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Escape Velocity
by Geoffrey A. Moore • 2011
Last year's operating plan is a gravity well. The five-part power framework for escaping it.
3.90
676
Escape Velocity Summary
Escape Velocity 92%
Last year's operating plan is a gravity well. The five-part power framework for escaping it.
by Geoffrey A. Moore 2011
3.90
676 ratings
Your Strategy Needs a Strategy
by Martin Reeves • 2015
Five environments call for five different strategies. How to diagnose yours and pick the right play.
4.01
661
Your Strategy Needs a Strategy Summary
Your Strategy Needs a Strategy 91%
Five environments call for five different strategies. How to diagnose yours and pick the right play.
by Martin Reeves 2015
4.01
661 ratings
The Strategist
by Cynthia A. Montgomery • 2012
Ask what the world loses if your company disappears; the answer is your strategy.
3.86
1k+
The Strategist Summary
The Strategist 91%
Ask what the world loses if your company disappears; the answer is your strategy.
by Cynthia A. Montgomery 2012
3.86
1k+ ratings
Better, Simpler Strategy
by Felix Oberholzer-Gee • 2021
A better strategy is simpler: make customers happier to pay and employees happier to stay.
4.06
415
Better, Simpler Strategy Summary
Better, Simpler Strategy 91%
A better strategy is simpler: make customers happier to pay and employees happier to stay.
by Felix Oberholzer-Gee 2021
4.06
415 ratings
Blue Ocean Strategy
by W. Chan Kim • 2005
Stop fighting over existing markets. Create a new one where the competition simply does not matter.
4.01
89k+
Blue Ocean Strategy Summary
Blue Ocean Strategy 91%
Stop fighting over existing markets. Create a new one where the competition simply does not matter.
by W. Chan Kim 2005
4.01
89k+ ratings
Competition Demystified
by Bruce C. Greenwald • 2005
Real strategy isn't vision or goal-setting. It's barriers to entry. Most businesses have none.
4.30
2k+
Competition Demystified Summary
Competition Demystified 91%
Real strategy isn't vision or goal-setting. It's barriers to entry. Most businesses have none.
by Bruce C. Greenwald 2005
4.30
2k+ ratings
Profit from the Core
by Chris Zook • 2010
80% of sustained value creators focused on one core. Diversification is the exception, not the rule.
3.79
335
Profit from the Core Summary
Profit from the Core 91%
80% of sustained value creators focused on one core. Diversification is the exception, not the rule.
by Chris Zook 2010
3.79
335 ratings
Competitive Advantage
by Michael E. Porter • 1985
Your industry does not determine your profits. The way you arrange your activities does.
4.18
5k+
Competitive Advantage Summary
Competitive Advantage 91%
Your industry does not determine your profits. The way you arrange your activities does.
by Michael E. Porter 1985
4.18
5k+ ratings
The Star Principle
by Richard Koch • 2008
Five percent of businesses create ninety-five percent of value. The blueprint for building one.
4.18
378
The Star Principle Summary
The Star Principle 91%
Five percent of businesses create ninety-five percent of value. The blueprint for building one.
by Richard Koch 2008
4.18
378 ratings
Playing to Win
by A.G. Lafley • 2013
Forget the plan. Winners make a handful of choices that lock together and beat the market.
3.99
9k+
Playing to Win Summary
Playing to Win 91%
Forget the plan. Winners make a handful of choices that lock together and beat the market.
by A.G. Lafley 2013
3.99
9k+ ratings
Competing for the Future
by Gary Hamel • 1994
Your current products matter less than your ability to create products no one has imagined yet.
4.03
3k+
Competing for the Future Summary
Competing for the Future 91%
Your current products matter less than your ability to create products no one has imagined yet.
by Gary Hamel 1994
4.03
3k+ ratings
Understanding Michael Porter
by Joan Magretta • 2011
Trying to be the best kills profits. Porter's alternative path to a business no rival can copy.
4.29
3k+
Understanding Michael Porter Summary
Understanding Michael Porter 91%
Trying to be the best kills profits. Porter's alternative path to a business no rival can copy.
by Joan Magretta 2011
4.29
3k+ ratings
The Strategy Book
by Max McKeown • 2012
Strategy is not a plan for the future; it is the act of inventing it. The toolkit.
3.53
430
The Strategy Book Summary
The Strategy Book 91%
Strategy is not a plan for the future; it is the act of inventing it. The toolkit.
by Max McKeown 2012
3.53
430 ratings
Business Strategy
by Brian Tracy • 2015
The strategic planning step most businesses skip, and why it makes everything else fall into place.
3.87
246
Business Strategy Summary
Business Strategy 91%
The strategic planning step most businesses skip, and why it makes everything else fall into place.
by Brian Tracy 2015
3.87
246 ratings
The Entrepreneur's Guide to the Art of War
by Mark Smith • 2021
Sun Tzu's playbook for entrepreneurs: how to outmaneuver rivals without ever going to war.
3.28
65
The Entrepreneur's Guide to the Art of War Summary
The Entrepreneur's Guide to the Art of War 91%
Sun Tzu's playbook for entrepreneurs: how to outmaneuver rivals without ever going to war.
by Mark Smith 2021
3.28
65 ratings
Play Nice But Win
by Michael Dell • 2021
Wall Street declared his company dead. He bet $24 billion on the long term. The long term won.
4.13
3k+
Play Nice But Win Summary
Play Nice But Win 91%
Wall Street declared his company dead. He bet $24 billion on the long term. The long term won.
by Michael Dell 2021
4.13
3k+ ratings
Brand Relevance
by David A. Aaker • 2010
Preference battles are a shrinking pond. The real growth comes from digging new ones.
3.95
156
Brand Relevance Summary
Brand Relevance 91%
Preference battles are a shrinking pond. The real growth comes from digging new ones.
by David A. Aaker 2010
3.95
156 ratings
How to Grow When Markets Don't
by Adrian J. Slywotzky • 2003
Markets have stalled. The next revenue wave hides in your customer's biggest operational headaches.
3.59
87
How to Grow When Markets Don't Summary
How to Grow When Markets Don't 91%
Markets have stalled. The next revenue wave hides in your customer's biggest operational headaches.
by Adrian J. Slywotzky 2003
3.59
87 ratings
Blue Ocean Shift
by W. Chan Kim • 2017
A field-tested system for growing by creating new demand, not fighting over what already exists.
3.90
2k+
Blue Ocean Shift Summary
Blue Ocean Shift 91%
A field-tested system for growing by creating new demand, not fighting over what already exists.
by W. Chan Kim 2017
3.90
2k+ ratings
The Influence of Military Strategies to Business
by M.D. White • 2017
War strategy for business: outthink competitors, pick the right battles, and time every move.
4.07
415
The Influence of Military Strategies to Business Summary
The Influence of Military Strategies to Business 91%
War strategy for business: outthink competitors, pick the right battles, and time every move.
by M.D. White 2017
4.07
415 ratings
Jack Trout on Strategy
by Jack Trout • 2004
Competition is killing you. The cure: a simple strategy to occupy the customer's mind.
3.87
236
Jack Trout on Strategy Summary
Jack Trout on Strategy 91%
Competition is killing you. The cure: a simple strategy to occupy the customer's mind.
by Jack Trout 2004
3.87
236 ratings
Trivia
by Trivion Books • 2016
Competition is a trap: the businesses that change the world build monopolies instead.
Trivia Summary
Trivia 91%
Competition is a trap: the businesses that change the world build monopolies instead.
by Trivion Books 2016
HBR's 10 Must Reads on Strategy
by Michael E. Porter • 2010
Strategic plans lose a third of their value after approval. Ten articles trace the leak.
4.02
3k+
HBR's 10 Must Reads on Strategy Summary
HBR's 10 Must Reads on Strategy 91%
Strategic plans lose a third of their value after approval. Ten articles trace the leak.
by Michael E. Porter 2010
4.02
3k+ ratings
Market Your Way to Growth
by Philip Kotler • 2012
A growth playbook for tough economies: eight ways to build market share, loyalty, and global scale.
3.95
99
Market Your Way to Growth Summary
Market Your Way to Growth 91%
A growth playbook for tough economies: eight ways to build market share, loyalty, and global scale.
by Philip Kotler 2012
3.95
99 ratings
Strategic Foresight
by Sarah Lai Cheah • 2020
An end-to-end system for turning market foresight into products your customers actually want.
Strategic Foresight Summary
Strategic Foresight 91%
An end-to-end system for turning market foresight into products your customers actually want.
by Sarah Lai Cheah 2020
Elevate
by Rich Horwath • 2013
Daily noise buries strategy. Three disciplines for staying above it and seeing what others miss.
3.71
106
Elevate Summary
Elevate 91%
Daily noise buries strategy. Three disciplines for staying above it and seeing what others miss.
by Rich Horwath 2013
3.71
106 ratings
Dealing with Darwin
by Geoffrey A. Moore • 2005
Growth and mature markets demand opposite innovation strategies. Few companies master both.
3.75
389
Dealing with Darwin Summary
Dealing with Darwin 91%
Growth and mature markets demand opposite innovation strategies. Few companies master both.
by Geoffrey A. Moore 2005
3.75
389 ratings
Strategy That Works
by Paul Leinwand • 2016
Close the gap between strategy and execution: build a few signature capabilities.
3.88
275
Strategy That Works Summary
Strategy That Works 91%
Close the gap between strategy and execution: build a few signature capabilities.
by Paul Leinwand 2016
3.88
275 ratings
3hag Way
by Shannon Byrne Susko • 2018
A step-by-step system to turn your three-year vision into a concrete quarter-by-quarter plan.
4.06
123
3hag Way Summary
3hag Way 91%
A step-by-step system to turn your three-year vision into a concrete quarter-by-quarter plan.
by Shannon Byrne Susko 2018
4.06
123 ratings
Competitive Strategy
by Michael E. Porter • 1980
Strategy is not about beating rivals; it is about reading the economic terrain before you move.
4.17
17k+
Competitive Strategy Summary
Competitive Strategy 91%
Strategy is not about beating rivals; it is about reading the economic terrain before you move.
by Michael E. Porter 1980
4.17
17k+ ratings
7 Powers
by Hamilton Wright Helmer • 2016
Durable advantage comes in only seven forms. Most businesses possess none.
4.26
3k+
7 Powers Summary
7 Powers 91%
Durable advantage comes in only seven forms. Most businesses possess none.
by Hamilton Wright Helmer 2016
4.26
3k+ ratings
Focus
by Al Ries • 1996
The surest way to kill a business is to expand it. Why the market punishes generalists.
4.00
780
Focus Summary
Focus 90%
The surest way to kill a business is to expand it. Why the market punishes generalists.
by Al Ries 1996
4.00
780 ratings
Dream Big
by Cristiane Correa • 2013
Three Brazilian bankers bought Budweiser by rewarding performance and cutting everything else.
4.17
6k+
Dream Big Summary
Dream Big 90%
Three Brazilian bankers bought Budweiser by rewarding performance and cutting everything else.
by Cristiane Correa 2013
4.17
6k+ ratings
Strategy Beyond the Hockey Stick
by Chris Bradley • 2018
Corporate profits follow a power law: a few concentrated bets separate winners from the rest.
4.02
1k+
Strategy Beyond the Hockey Stick Summary
Strategy Beyond the Hockey Stick 90%
Corporate profits follow a power law: a few concentrated bets separate winners from the rest.
by Chris Bradley 2018
4.02
1k+ ratings
The Mind of the Strategist
by Kenichi Ohmae • 1982
The strategy playbook that powered Japan's corporate dominance: dissect, focus, exploit, disrupt.
4.01
695
The Mind of the Strategist Summary
The Mind of the Strategist 90%
The strategy playbook that powered Japan's corporate dominance: dissect, focus, exploit, disrupt.
by Kenichi Ohmae 1982
4.01
695 ratings
The Crux
by Richard P. Rumelt • 2022
Most strategy starts with goals. Real strategy starts with the one challenge worth solving.
4.17
1k+
The Crux Summary
The Crux 90%
Most strategy starts with goals. Real strategy starts with the one challenge worth solving.
by Richard P. Rumelt 2022
4.17
1k+ ratings
The Art of War for Small Business
by Becky Sheetz-Runkle • 2010
Outspent, outstaffed, and still winning: a small-business field guide to Sun Tzu's strategic art.
3.58
175
The Art of War for Small Business Summary
The Art of War for Small Business 90%
Outspent, outstaffed, and still winning: a small-business field guide to Sun Tzu's strategic art.
by Becky Sheetz-Runkle 2010
3.58
175 ratings
Only the Paranoid Survive
by Andrew S. Grove • 1996
Spot a tenfold industry shift, survive the chaos, and pivot before the old rules bury you.
3.98
11k+
Only the Paranoid Survive Summary
Only the Paranoid Survive 90%
Spot a tenfold industry shift, survive the chaos, and pivot before the old rules bury you.
by Andrew S. Grove 1996
3.98
11k+ ratings
The BCG Growth-Share Matrix
by 50Minutes • 2015
One chart, four fates: the rule for deciding which business units to grow, keep, or sell.
4.00
14
The BCG Growth-Share Matrix Summary
The BCG Growth-Share Matrix 90%
One chart, four fates: the rule for deciding which business units to grow, keep, or sell.
by 50Minutes 2015
4.00
14 ratings
Competing on the Edge
by Shona L. Brown • 1998
In fast markets, the only sustainable advantage is the ability to keep finding temporary ones.
3.53
75
Competing on the Edge Summary
Competing on the Edge 90%
In fast markets, the only sustainable advantage is the ability to keep finding temporary ones.
by Shona L. Brown 1998
3.53
75 ratings
Deep Dive
by Rich Horwath • 2008
Most managers skim the surface. Three skills that turn scattered effort into strategic advantage.
3.76
195
Deep Dive Summary
Deep Dive 90%
Most managers skim the surface. Three skills that turn scattered effort into strategic advantage.
by Rich Horwath 2008
3.76
195 ratings
Seven Strategy Questions
by Robert Simons • 2010
Seven questions that diagnose why your strategy works on paper but not in practice.
3.96
191
Seven Strategy Questions Summary
Seven Strategy Questions 90%
Seven questions that diagnose why your strategy works on paper but not in practice.
by Robert Simons 2010
3.96
191 ratings
The Innovator's Dilemma
by Clayton M. Christensen • 1997
The practices that make a company excellent are the same ones that make it obsolete.
4.04
61k+
The Innovator's Dilemma Summary
The Innovator's Dilemma 90%
The practices that make a company excellent are the same ones that make it obsolete.
by Clayton M. Christensen 1997
4.04
61k+ ratings
The New Power Base Selling
by Jim Holden • 2012
The deal goes to whoever reads the hidden political map inside the customer.
3.97
117
The New Power Base Selling Summary
The New Power Base Selling 90%
The deal goes to whoever reads the hidden political map inside the customer.
by Jim Holden 2012
3.97
117 ratings
Getting Acquired
by Andrew Gazdecki • 2022
A bootstrapped founder's playbook for building a company worth acquiring and selling on your terms.
3.94
213
Getting Acquired Summary
Getting Acquired 90%
A bootstrapped founder's playbook for building a company worth acquiring and selling on your terms.
by Andrew Gazdecki 2022
3.94
213 ratings
Play Bigger
by Al Ramadan • 2016
76% of a market's value goes to whoever defines it. This is the manual.
3.86
2k+
Play Bigger Summary
Play Bigger 90%
76% of a market's value goes to whoever defines it. This is the manual.
by Al Ramadan 2016
3.86
2k+ ratings
Strategy Safari
by Henry Mintzberg • 1998
Ten schools of strategic thought, each partly right, each dangerously incomplete on its own.
4.00
1k+
Strategy Safari Summary
Strategy Safari 90%
Ten schools of strategic thought, each partly right, each dangerously incomplete on its own.
by Henry Mintzberg 1998
4.00
1k+ ratings
Good Strategy Bad Strategy
by Richard P. Rumelt • 2011
Most 'strategy' is just goals with a fancy title. The discipline to build one that wins.
4.13
18k+
Good Strategy Bad Strategy Summary
Good Strategy Bad Strategy 90%
Most 'strategy' is just goals with a fancy title. The discipline to build one that wins.
by Richard P. Rumelt 2011
4.13
18k+ ratings
The Alchemists
by Jim Ratcliffe • 2018
Four out of five acquisitions fail. INEOS bet on the opposite and built a global industrial empire.
3.74
110
The Alchemists Summary
The Alchemists 90%
Four out of five acquisitions fail. INEOS bet on the opposite and built a global industrial empire.
by Jim Ratcliffe 2018
3.74
110 ratings
Michael Porter's Value Chain
by 50Minutes • 2015
Every department hands off work to the next. That handoff is where your margin disappears.
3.66
53
Michael Porter's Value Chain Summary
Michael Porter's Value Chain 90%
Every department hands off work to the next. That handoff is where your margin disappears.
by 50Minutes 2015
3.66
53 ratings
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