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SoBrief
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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 92%
Five environments call for five different strategies. How to diagnose yours and pick the right play.
by Martin Reeves 2015
4.01
661 ratings
Seeing Around Corners
by Rita McGrath • 2019
Disruption announces itself at the edges first. A system for reading the signals before they arrive.
3.80
581
Seeing Around Corners Summary
Seeing Around Corners 92%
Disruption announces itself at the edges first. A system for reading the signals before they arrive.
by Rita McGrath 2019
3.80
581 ratings
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 91%
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
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
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 90%
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
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 90%
Ask what the world loses if your company disappears; the answer is your strategy.
by Cynthia A. Montgomery 2012
3.86
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
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
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
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 90%
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 90%
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 90%
Competition is killing you. The cure: a simple strategy to occupy the customer's mind.
by Jack Trout 2004
3.87
236 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 90%
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
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 90%
Daily noise buries strategy. Three disciplines for staying above it and seeing what others miss.
by Rich Horwath 2013
3.71
106 ratings
Winning the Right Game
by Ron Adner • 2021
Kodak won the technology battle and still went bankrupt. The killer wasn't a competitor.
4.26
130
Winning the Right Game Summary
Winning the Right Game 90%
Kodak won the technology battle and still went bankrupt. The killer wasn't a competitor.
by Ron Adner 2021
4.26
130 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 90%
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
Flash Foresight
by Daniel Burrus • 2010
The future hides certainties in plain sight. A method for spotting them and moving first.
4.02
387
Flash Foresight Summary
Flash Foresight 90%
The future hides certainties in plain sight. A method for spotting them and moving first.
by Daniel Burrus 2010
4.02
387 ratings
Paid to Think
by David Goldsmith • 2012
The thinking before the doing is your real job. A toolkit for making it your edge.
3.76
159
Paid to Think Summary
Paid to Think 90%
The thinking before the doing is your real job. A toolkit for making it your edge.
by David Goldsmith 2012
3.76
159 ratings
Art of the Long View, The
by Peter Schwartz • 1991
Predicting the future is a fool's game. The smart money rehearses it instead.
3.80
924
Art of the Long View, The Summary
Art of the Long View, The 90%
Predicting the future is a fool's game. The smart money rehearses it instead.
by Peter Schwartz 1991
3.80
924 ratings
Lead and Disrupt
by Charles A. O'Reilly • 2016
Why successful companies stumble: a leadership model for making today's targets and tomorrow's bets.
3.90
338
Lead and Disrupt Summary
Lead and Disrupt 90%
Why successful companies stumble: a leadership model for making today's targets and tomorrow's bets.
by Charles A. O'Reilly 2016
3.90
338 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 90%
Sun Tzu's playbook for entrepreneurs: how to outmaneuver rivals without ever going to war.
by Mark Smith 2021
3.28
65 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
Certain to Win
by Chet Richards • 2004
Speed of decision, not budget, wins: a fighter pilot's framework for outmaneuvering larger rivals.
4.13
671
Certain to Win Summary
Certain to Win 89%
Speed of decision, not budget, wins: a fighter pilot's framework for outmaneuvering larger rivals.
by Chet Richards 2004
4.13
671 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 89%
Your current products matter less than your ability to create products no one has imagined yet.
by Gary Hamel 1994
4.03
3k+ ratings
Brick by Brick
by David C. Robertson • 2013
Innovation nearly killed LEGO. The rules it wrote to survive rewrote the playbook.
3.85
2k+
Brick by Brick Summary
Brick by Brick 89%
Innovation nearly killed LEGO. The rules it wrote to survive rewrote the playbook.
by David C. Robertson 2013
3.85
2k+ 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 89%
The strategic planning step most businesses skip, and why it makes everything else fall into place.
by Brian Tracy 2015
3.87
246 ratings
Simplify
by Richard Koch • 2016
World-beating businesses pick one: slash prices 90%, or make the product a joy. Trying both fails.
3.91
632
Simplify Summary
Simplify 89%
World-beating businesses pick one: slash prices 90%, or make the product a joy. Trying both fails.
by Richard Koch 2016
3.91
632 ratings
Accelerate
by John P. Kotter • 2012
Your hierarchy handles today. Build a second, volunteer-run system to handle the speed of tomorrow.
3.56
1k+
Accelerate Summary
Accelerate 89%
Your hierarchy handles today. Build a second, volunteer-run system to handle the speed of tomorrow.
by John P. Kotter 2012
3.56
1k+ 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 89%
An end-to-end system for turning market foresight into products your customers actually want.
by Sarah Lai Cheah 2020
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 89%
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
Trivia
by Trivion Books • 2016
Competition is a trap: the businesses that change the world build monopolies instead.
Trivia Summary
Trivia 89%
Competition is a trap: the businesses that change the world build monopolies instead.
by Trivion Books 2016
Digital @ Scale
by Anand Swaminathan • 2017
Done with digital pilots that never scale? The playbook for transforming the whole company.
3.77
86
Digital @ Scale Summary
Digital @ Scale 89%
Done with digital pilots that never scale? The playbook for transforming the whole company.
by Anand Swaminathan 2017
3.77
86 ratings
Clausewitz on Strategy
by Tiha von Ghyczy • 2001
Your real competition is the fog, friction, and chaos Clausewitz mapped two centuries ago.
4.05
109
Clausewitz on Strategy Summary
Clausewitz on Strategy 89%
Your real competition is the fog, friction, and chaos Clausewitz mapped two centuries ago.
by Tiha von Ghyczy 2001
4.05
109 ratings
The Vision Driven Leader
by Michael Hyatt • 2020
The difference between a manager and a leader is one document. Here is the template.
4.16
1k+
The Vision Driven Leader Summary
The Vision Driven Leader 89%
The difference between a manager and a leader is one document. Here is the template.
by Michael Hyatt 2020
4.16
1k+ ratings
Strategy without Design
by Robert C.H. Chia • 2009
Planned strategy destroys itself. Wins that last emerge from everyday coping, not grand designs.
4.50
12
Strategy without Design Summary
Strategy without Design 89%
Planned strategy destroys itself. Wins that last emerge from everyday coping, not grand designs.
by Robert C.H. Chia 2009
4.50
12 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 89%
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
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 89%
A better strategy is simpler: make customers happier to pay and employees happier to stay.
by Felix Oberholzer-Gee 2021
4.06
415 ratings
Design to Grow
by David Butler • 2015
Scale and agility usually fight; Coca-Cola used design to get both at once.
3.74
369
Design to Grow Summary
Design to Grow 89%
Scale and agility usually fight; Coca-Cola used design to get both at once.
by David Butler 2015
3.74
369 ratings
Beyond Entrepreneurship
by Jim Collins • 1992
Twelve principles for building a lasting company, starting with who you let on the team.
4.11
403
Beyond Entrepreneurship Summary
Beyond Entrepreneurship 89%
Twelve principles for building a lasting company, starting with who you let on the team.
by Jim Collins 1992
4.11
403 ratings
Leap
by Howard Yu • 2018
The rule that doomed Steinway and saved P&G: abandon your core expertise before it traps you.
3.60
173
Leap Summary
Leap 89%
The rule that doomed Steinway and saved P&G: abandon your core expertise before it traps you.
by Howard Yu 2018
3.60
173 ratings
Fast/Forward
by Julian M Birkinshaw • 2017
Tomorrow's winners act on conviction while yesterday's leaders wait for perfect data.
3.91
74
Fast/Forward Summary
Fast/Forward 89%
Tomorrow's winners act on conviction while yesterday's leaders wait for perfect data.
by Julian M Birkinshaw 2017
3.91
74 ratings
Pivot to the Future
by Omar Abbosh • 2019
Future growth hides in your oldest business. A framework for unlocking it before disruptors do.
3.75
190
Pivot to the Future Summary
Pivot to the Future 89%
Future growth hides in your oldest business. A framework for unlocking it before disruptors do.
by Omar Abbosh 2019
3.75
190 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 89%
80% of sustained value creators focused on one core. Diversification is the exception, not the rule.
by Chris Zook 2010
3.79
335 ratings
Seeing What's Next
by Clayton M. Christensen • 2004
Disruption does not strike at random. The patterns that predict the next upheaval in any industry.
3.94
5k+
Seeing What's Next Summary
Seeing What's Next 89%
Disruption does not strike at random. The patterns that predict the next upheaval in any industry.
by Clayton M. Christensen 2004
3.94
5k+ 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 89%
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
Strategic Planning for Public and Nonprofit Organizations
by John M. Bryson • 1988
How public and nonprofit leaders turn mandates and mission into strategy that gets implemented.
3.65
364
Strategic Planning for Public and Nonprofit Organizations Summary
Strategic Planning for Public and Nonprofit Organizations 89%
How public and nonprofit leaders turn mandates and mission into strategy that gets implemented.
by John M. Bryson 1988
3.65
364 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 89%
Close the gap between strategy and execution: build a few signature capabilities.
by Paul Leinwand 2016
3.88
275 ratings
The Strategy Paradox
by Michael E. Raynor • 2007
The strategies that win big also lose big. The escape: a portfolio of options.
3.89
300
The Strategy Paradox Summary
The Strategy Paradox 89%
The strategies that win big also lose big. The escape: a portfolio of options.
by Michael E. Raynor 2007
3.89
300 ratings
Agile Transformation
by Neil Perkin • 2019
Run today's business while inventing tomorrow's: the dual operating system every company now needs.
4.22
27
Agile Transformation Summary
Agile Transformation 89%
Run today's business while inventing tomorrow's: the dual operating system every company now needs.
by Neil Perkin 2019
4.22
27 ratings
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