What I Didn't Learn in Business School: How Strategy Works in the Real World

What I Didn't Learn in Business School: How Strategy Works in the Real World

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by Jay Barney, Trish Gorman Clifford
     
 

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Meet John Downs. He's a new MBA graduate who's landed a job with a strategy consultancy. His engagement team is on a mission: help HGS Inc., a specialty chemicals firm, define and execute a strategy for exploiting a textile technology the company developed.

John and his team deploy state-of-the-art strategy tools to analyze the attractiveness of potential…  See more details below

Overview

Meet John Downs. He's a new MBA graduate who's landed a job with a strategy consultancy. His engagement team is on a mission: help HGS Inc., a specialty chemicals firm, define and execute a strategy for exploiting a textile technology the company developed.

John and his team deploy state-of-the-art strategy tools to analyze the attractiveness of potential markets for the technology. But they soon realize the tools don't help them grapple with the human side of strategy--including political forces swirling within HGS. Everyone involved in the engagement is biased and insecure, brilliant and hardworking, selfish and lazy, loyal and dedicated.

John and his cohorts aren't "real"--What I Didn't Learn in Business School is a business novel. But they're realistic: they're just like us. Their story reveals the limitations of strategy tools and demonstrates tactics for navigating the messy, human dynamics that can make or break a company's strategy efforts.

This engaging book uses the power of story to present potent lessons for anyone seeking to excel at strategy management. It's a compelling read--whether you're an MBA grad struggling to apply what you learned or in the fray and eager to see what MBAs get wrong when they land in the real world.

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Editorial Reviews

From the Publisher

“Written as a novel, this book is an engaging way to give readers a glimpse of what’s really involved in developing business strategy.” T+D Magazine

“A worthwhile read if you are taking your first steps to developing corporate strategy.” Business Standard (India)

“… interesting, important, unique, and realistic business novel…”

“Highly recommended.” – CHOICE Magazine

Product Details

ISBN-13:
9781422170724
Publisher:
Harvard Business Review Press
Publication date:
10/12/2010
Sold by:
Barnes & Noble
Format:
NOOK Book
Pages:
272
Sales rank:
685,273
File size:
742 KB

Meet the Author

Jay Barney is a professor of management at the Ohio State University's Fisher College of Business. He has published numerous articles in strategy and management journals, as well as five bestselling textbooks on strategy. Trish Clifford is formerly the Director of Global Strategy Learning at McKinsey&Company, and now spends her time in private practice working with mid- and upper-level managers in a variety of companies to strengthen strategic capabilities through a tailored mix of consulting, workshops, experiential learning, asynchronous and classroom learning. She works throughout the US, Asia, and Europe.

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What I Didn't Learn in Business School: How Strategy Works in the Real World 5 out of 5 based on 0 ratings. 1 reviews.
NathanIves More than 1 year ago
What I Didn't Learn in Business School: How Strategy Works in the Real World by Jay Barney and Trish Gorman Clifford reveals the shortfalls of the principles learned in the idealistic academic environment when applied directly to the messy, unpredictable and politically charged business world. Through a storied approach, Jay and Trish reveal the inadequacies of modeling to fully predict business outcomes and the challenge of creating alignment among leaders with differing points of view and personal agendas. They go on to illustrate the power of moving leaders past the limits of these barriers and their own collective experience to gain significant marketplace advantages and organizational prosperity. I like What I Didn't Learn in Business School because it so clearly illustrates the premise for our website, namely, that while highly beneficial, academic principles must be adapted from the ideal environment of the classroom to the unpredictable environment of the shop floor in order to provide real value to any organization. Furthermore, no single model or performance measure can adequately portray a given situation in such a way that a definitive decision can be made. Rather, multiple models and measures should be employed to create a complete picture of performance from differing perspectives to enable robust decision-making. Its well supported, fully illustrated assertion that strong business performance is achieved through the application of sound academic principles tempered by real-world business experience makes What I Didn't Learn in Business School a StrategyDriven recommended read. All the Best, Nathan Ives StrategyDriven Principal