HBR Guide to Setting Your Strategy: HBR Guide Series

  • 5h 20m 47s
  • Harvard Business Review
  • Gildan Media
  • 2020

Set your company up for the long term.

Every company needs a strategy. A focused strategy aligns decision-making throughout the organization and helps establish a competitive edge in the marketplace. But with so many options to consider, how do you define a unique strategy that will ensure growth?

Whether you're starting a business from scratch or in an existing company facing new threats, this audiobook offers the direction you need. The HBR Guide to Setting Your Strategy provides practical tips and advice that break down the process of crafting strategy so you can identify the areas your company should build on and help it thrive long into the future.

You'll learn to: understand what strategy is - and what it isn't; define your mission, values, and purpose; recognize your company's distinct capabilities; conduct better strategic discussions with your team; communicate your strategy throughout the company; and make a plan for pushing your strategy forward.

Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

In this Audiobook

  • Chapter 1 - Defining Strategy, Implementation, and Execution by Ken Favaro
  • Chapter 2 - Five Myths about Strategy by Stephen Bungay
  • Chapter 3 - Your Strategic Plans Probably aren't Strategic, or Even Plans by Graham Kenny
  • Chapter 4 - Your Strategy Needs a Strategy by Martin Reeves, Claire Love, and Philipp Tillmanns
  • Chapter 5 - The Different Approaches Firms Use to Set Strategy by Kimberly Teti, Mu-Jeung Yang, Nicholas Bloom, Jan W. Rivkin, and Raffaella Sadun
  • Chapter 6 - Six Tips for Running Offsites That aren't a Waste of Time by Melissa Raffoni
  • Chapter 7 - Stakeholders First, Strategy Second by Graham Kenny
  • Chapter 8 - Strategy Needs Creativity by Adam Brandenburger
  • Chapter 9 - Five Questions to Build a Strategy by Roger L. Martin
  • Chapter 10 - Four Types of Competition That Can Threaten Your Company by Carsten Lund Pedersen and Thomas Ritter
  • Chapter 11 - How to Do Strategic Planning Like a Futurist by Amy Webb
  • Chapter 12 - Ecosystem Businesses are Changing the Rules of Strategy by Julian Birkinshaw
  • Chapter 13 - Put Purpose at the Core of Your Strategy by Thomas W. Malnight, Ivy Buche, and Charles Dhanaraj
  • Chapter 14 - Four Ways to Pressure-Test Your Strategy by Rick Lynch and Jay Galeota
  • Chapter 15 - Which Strategy “Comfort Traps” are You Falling into? By Roger L. Martin
  • Chapter 16 - Identify the New Capabilities You Need by Ron Ashkenas and Logan Chandler
  • Chapter 17 - A Simple Way to Test Your Company's Strategic Alignment by Jonathan Trevor and Barry Varcoe
  • Chapter 18 - Leading Change and Strategic Transitions
  • Chapter 19 - Explain Your New Strategy by Emphasizing What it isn't by Nick Tasler
  • Chapter 20 - Discussing Strategy Across Cultures by Leonard M. Fuld
  • Chapter 21 - Your Strategy Should Be a Hypothesis You Constantly Adjust by Amy C. Edmondson and Paul J. Verdin
  • Chapter 22 - Your Strategy Has to Be Flexible—but So Does Your Execution by Martin Reeves and Rodolphe Charme Di Carlo
  • Chapter 23 - Stop Letting Quarterly Numbers Dictate Your Strategy by David Hersh
  • Chapter 24 - Strategy is All about Practice by Roger L. Martin