Return on Strategy: How to Achieve it Review

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Return on Strategy: How to Achieve it ReviewThis book is an excellent strategy accompaniment with fresh ideas and illustrations relating to breakout strategies, while also referring to the evolution of breakthrough strategies. The authors examine a variety of business strategy alternatives, broadly classified into companies operating in two 'universes'; breakthrough (`recipe') universe and breakout ('X-factor') universe. This is a central distinction authors make in building their arguments and assessments. This may rouse business leaders to rethink the alternative strategy approaches that they can adapt. An overall framework of six key factors (with leadership genes in the center) of the breakout universe is expounded into `bearing points' from which organizations can design and launch their effort into breakout strategy. Roadmaps and (two-dimensional) dynamic positioning tools complement the framework. Collectively, the content of the book is comprehensive and the success stories of several companies contained therein confirm the applicability and practicality of the new strategy approaches and tools that any business leader can take up to define the next-level of his/her organization. The book highlights that majority of organizations today may not be enthused about strategy or may not be becoming X-factor companies as they have not considered that high/higher return on strategy can be attained. Towards the end, the text tempts companies to return TO strategy; a calling that is a pre-requisite to any major organizational effort.
The title may initially lead one to think the content is about the approaches, specific measures and methods, and potentially a portfolio of returns on strategy, which is a typically underserved topic per se. While the later part of the book does address this theme - and does provide several approaches - the content is a wider swath of strategy development and delivery issues and how the authors' experiences with multiple companies evolved into breakout strategies. Further, the book makes strides into the dynamic nature of strategy; this is an important accomplishment above most other approaches that may leave strategy leaders confused during change or at changeover. There is unaddressed scope of truly dynamic strategy in the systemic business world we now live in. While this book has - among a few others - hinted in that direction, more concerted and persistent efforts in this area need to be innovated.
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