There are a multitude of books on planning and management of companies being published each year. It is even difficult to identify in which of them it is worthwhile to invest time, intellectual effort and money, because although knowledge is never too much, it is important to have as support reliable sources that really help you optimize your strategies based Globally widespread methodologies, with methods already applied and known to other companies-separating the chaff from the wheat.
Thinking about it, we decided to bring here on the blog five suggestions for our readers. Continue reading to see what they are and have a quick summary of what you can learn from every work!
1. Execution: The discipline to achieve results — by Larry Bossidy and Ram Charan
According to the authors, countless companies are delivering less than their potential because of poor execution-it is common, and easy to see, gaps between promises and results when we look into organizations. The most common, and less perceived, gap-which seems unlikely, but unfortunately it is not; is one that denotes a divergence between what the leadership wants and predicts and what the company is capable of delivering.
This book shows you how to run the job, or have it executed, in order to deliver real results, whether you are driving an entire company or in your first leadership position. The authors have created a kind of manual that helps to understand how to unite people, strategy and operations.
The work emphasizes the importance of managers and leaders to engage deeply and passionately with their organizations conducting business based on Honesty and intellectual realism, since in the authors ‘ view “If you do not know how to perform, the whole of your efforts as leader will always be less than the sum of the parts”.
2. The founder’s mentality — by Chris Zook and James Allen
Most executives manage their businesses as if the solution to the problems is always in the external environment: find an attractive market, formulate the right strategy, conquer new customers, etc.
This mentality is not at all mistaken, however when Chris Zook and James Allen researched this issue, they found that 90 of companies that do not reach their growth goals have their cause linked to the internal environment — increased distance from frontlines, loss of responsibility, misfit processes and bureaucracy, to name just a few.
Nesta obra, os autores falam sobre o paradoxo do crescimento “crescimento traz complexidade, e a complexidade mata o crescimento”, segundo eles todas as empresas sofrem desafios ao crescer, e podem passar por 3 crises ao longo de sua existência.
The main thesis of the work is that the solution to these growth crises is to have and diffuse a “founder mentality” — a set of behaviors and characteristics capable of combining large- scale growth and continuous innovation.
3. Strategic maps — by Robert Kaplan and David Norton
In the 1990 years, Robert S. Kaplan and David P. Norton presented the Balanced Scorecard (BSC), a revolutionary performance measurement system that allowed organizations to quantify intangible assetssuch as people, information and relationships with Customers.
Using its ongoing research with hundreds of BSC adoptants worldwide, the authors have created a powerful new tool: the “Strategic map“, which allows companies to describe the links between intangible assets and value creation with Clarity and precision never before possible.
This is what they describe with several examples in this book that is already considered a classic of strategic management around the world.
4. Competing for the future — by Gary Hamel and C.K. Prahalad
Stating that his book “provides the revolutionary pretenses of the tools and concepts they need to challenge the paradigms of the past,” Hamel and Prahalad defended a much broader concept of business strategy — a redefinition that provided Then solidified into an absolute truth.
Hamel e Prahalad argumentam que a maior vantagem competitiva de uma empresa é a visão do futuro. All reengineering in the world will not save the company that does not reflect on what will happen in the next ten years. The company that first reaches the future will win the competition.
They show that the Strategic Planning should happen all the time, not only during discrete interruptions of a company’s regular business; That should be emotional, meaningful and oriented by Purpose, not only analytical; And that this impulse must be nourished throughout the organization, not only between strategists and consultants. Among the main teachings, executives need to actively cultivate the company’s “core competencies” to anticipate — and not just adapt — to industry changes.
5. Companies made to win — Jim Collins
There are companies that defy gravity and convert mediocrity into long-term superiority; What are the distinctive universal features that lead a company to leave the level of good to great? For years this questioning has occupied the mind of Jim Collins.
Using benchmarks and other investigative techniques, Collins and his team have identified a set of elite companies that have made the leap to great results and sustained these results for at least fifteen years. After the jump, these companies generated cumulative returns of shares that hit the general stock market, on average seven times in fifteen years, better than twice the results delivered by a composite index of the largest companies in the world, Including Coca-Cola, Intel, General Electric and Merck.
The research team compared companies that obtained “good” results to “great” with a carefully selected set of companies that failed to become truly great. What was different? Why has a set of companies achieved a great performance while the other set remained just fine? That’s what Jim Collins tried to describe in this book that’s already a world bestseller!