Product Description
It's easy to miss many innovations in strategy until they appear on the front page of a major business publication. But by then everyone--including all your competitors--is using them.

As a CEO or senior executive, your job is to detect these strategies?and implement them--before your competitors.

That's where this book comes in.

Author George Stalk has often been called a guru of business strategy. In the 1980s, before anyone else saw its importance, he and his colleagues at The Boston Consulting Group developed the concept of time-based competition: how meeting the needs of your customers faster than your competitors can give you an unassailable advantage.

In this Memo to the CEO, Stalk discusses five strategies that have not yet become widely practiced but are nonetheless worthy of your attention now. He offers advice on how to identify and manage them while they still present opportunities to jump ahead of the competition. They are:

Addressing supply chain deficiencies

One example of a supply chain crisis is the growing lack of West Coast port capacity. Stalk reviews the strategic implications of this problem, reveals its impact, and recommends specific courses of action.

Sidestepping economies of scale

Many business leaders are reexamining their assumptions about the benefits of scale. Scaling down, not up, and building "disposable factories" and even "disposable strategies" are becoming new keys to lowering costs and boosting performance.

Profiting from dynamic pricing

Today, using real-time data, it is increasingly possible to match the price of your product or service with the immediate, second-by-second needs of the customer.

Embracing complexity

Simplicity is the mantra of the day. But with examples from a few leading-edge companies, Stalk shows that embracing complexity can achieve competitive advantage.

Utilizing infinite bandwidth

In a world of infinite bandwidth, companies that know how to take advantage of it become more productive, efficient, and profitable, and create entirely new businesses along the way.

Written in a refreshingly clear, concise format, Five Future Strategies You Need Right Now is filled with actionable ideas for seizing these emerging strategic opportunities.

CUSTOMER REVIEWS (Average Customer Rating: 5.0 based on 9 reviews)

Sound Strategies

The purpose of this book is to alert business leaders to strategies that they should be implementing to achieve competitive advantage. As is pointed out in the introduction, the strategies are not brand new. They've been kicked around for a while, and most have been road tested. According to the author, "their sources of advantage are not only clear but undeniable."

The five strategies are: Supply Chain Gymnastics, Side Stepping Economies of Scale, Dynamic Pricing, Embracing Complexity, and Infinite Bandwidth.

Embracing complexity is one that interested this reviewer most. The author positions this strategy as a departure from the "keep it simple" mantra espoused by so many. Keeping it simple, he argues, involves taking things away and thus removing complexity. Trouble is many clients demand complexity (e.g. more choices, more customization).

Stalk's views don't seem to completely contradict the "keep it simple" doctrine. There are different levels of simplification. For example, you may offer 1,000 different kinds of shoes for sale (i.e. complexity), but build a front-end web application that's easy to use and that guides the customer through the process of choosing a perfect pair in seconds, and you've hit the jackpot. You've taken advantage of technology to successfully managed (embrace) the complexity and simplify the user experience.

The book is an interesting read. It's also very short which is nice. All 5 strategies could benefit companies depending on their circumstances. Some are already reaping the rewards.

-- Nick McCormick, Author, Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager

November 04, 2008

Concise guide to key business changes

This is a slender but useful little book. Early in it, George Stalk notes accurately that all too often, the media announce the next big thing long after cutting-edge companies have learned about the change, dealt with it and moved on to the next innovation. High-profile stories trail real change, rather than reporting it as it happens. If you're trying to plan for change by following the mass media, you're going to be left behind. This leaves Stalk with a difficult challenge: to address key changes that are emerging just now. The result is a bit uneven; the text is speculative at times, and his desire to write a brief treatment means that he skims some areas. But that said, this is a more specific and applicable treatment of the future than most books present, and getAbstract recommends it to anyone planning realistically for change.
October 09, 2008

Immediate Impact

George Stalk hits a home run with this little volume entitled "5 Future Strategies You Need Right Now". Stalk's approach, with John Butman's able support, gets to the heart of the matter immediately. Each chapter begins with a compelling challenge, setting an immediate tension. All examples are real and relatable. Stalk doesn't give easy formulaic answers. Instead, my creative imagination and strategic mind were instantly engaged. His approach is invitational and his tone is intimate. It felt like he was a trusted advisor and we were having a viirtual dialogue. He's passionate about his ideas and often playfully irreverant. The chapter on "Infinite Bandwidth" alone is "worth the price of admission".
I like this HBP series. The concept and formats are user friendly. Each book really does feel more like a memo. The ideas are timely. The brevity makes it easier to refer to and recommend. Stalk's book is staying on my desk, not on my bookshelves.

July 22, 2008

Smart and Solid

It is exactly what it is supposed to be: a memo to the CEO.
This means it does the job you want, meaning get some new ideas for the future of your business.

I must say that at the beginning of my read, I was not that impressed with it. It gets improved as one reads, and especially after the third strategy of running your business better.

You will not get tired with it, you will read it in a few hours and I think you will feel happy you have purchased it.

June 23, 2008

From "faint signals" to competitive advantages

This is one of the titles in the "Memo to the CEO" series published by Harvard Business Press, each less than 200 pages in length and superbly produced. In fact, none is a "memo" or written solely for a CEO. In this volume, George Stalk explains how to become alert to "faint signals" of what could prove to be early indicators of possible opportunities to gain competitive advantages. Once those opportunities have been verified (Stalk suggests how to do that), appropriate strategies to exploit them will be needed. He focuses on five examples of strategies whose "sources of advantage are not only abundantly clear, but undeniable": supply-chain gymnastics (i.e. adroitly managing a global supply chain), sidestepping economics of scale (i.e. a "disposability" business model), embracing complexity (i.e. four ways to attract customers who are looking for a higher level of complexity), and infinite bandwidth (i.e. effortless receipt of any amount of information whenever and wherever desired and at no cost).

Stalk offers "a high-level introduction to each of these emerging issues, along with suggestions for how to turn them into competitive advantage." He devotes a separate chapter to each of the five categories, then in the final chapter shifts his attention to examples of potential strategies that are "no more than faint signals today," identifies two emerging strategies on his "Watch List" awaiting further evidence of their potential to create competitive advantage, and then briefly discusses various "hallucinations" for which there are currently no corporate examples but are "worth pondering" nonetheless.

But Stalk doesn't limit the narrative to what he has observed and tracked. He reassures his reader that other faint signals "are likely to be found in the world around you," in the reader's own competitive environment as well as beyond it to other industries and competitors to spot insights of others "who may have found a new way of operating and competing that can be transplanted into [her or his] industry to the great confusion of others...and then `plagiarize' the idea." Or when coming across an anomaly, to "understand its implications and use the insight to drive the business to new levels of performance."

Comment: Over the years, I have worked with the owner/CEOs of countless small companies and have urged each of them to form an unofficial "advisory board" consisting of their banker, attorney, accountant, insurance agent, and at least one C-level executive of a large corporation if at all possible. I suggest that they meet as a group at least quarterly, perhaps for breakfast or lunch. After a brief update, the owner/CEO identifies one (and only one) especially important issue his or her company now faces and then chairs a brainstorm session in which advisory board members participate. Invariably, comments and suggestions from a wide variety of perspectives help the owner/CEO gain a better understanding of the issue and then to address it effectively. Having now read Stahl's latest book, I think providing a copy of it to each advisory board member would be a good idea.

While reading Stalk's comments about aggressive but principled competition, I recalled Hardball: Are You Playing to Play or Playing to Win? that Stalk co-authored with Rob Lachenauer. The focus of that book is on winners in business who "use every legitimate resource and strategy available to them to gain advantage over their competitors...[and by doing so] attract more customers, gain market share, boost profits, reward their employees, and weaken their competitors' positions." Hardballers are wholly committed to winning "the game" and do so, key point, by always playing by its "rules." Their goal is always decisive victory so as to sustain dominance. With regard to social responsibility, it is noteworthy that Stalk and Lachenauer quote Milton Friedman's observation that there is "one and only one" in business: "...to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud."

Stalk has prepared those who read his brilliant book to be alert for "faint signals" of other anomalies, unmet consumer needs, nascent trends, etc. that they can add to their own "watch list" until their potential for competitive advantage have been evaluated. At least a few candidates for future strategies will emerge from this rigorous process, separated from other provocative but ephemeral issues that Stalk calls "hallucinations." Of course, meanwhile, it would also be beneficial if those within an organization who possess especially inquiring minds were to get together on a regular basis and discuss what I call "What ifs..., "Why nots...," and "Have you ever thought abouts..." as well as other discussion primers such as "Why hasn't someone invented...," "What really upsets me is....,"and "I really wish I had..." or better yet "I'd give anything for...."Mental calisthenics (isometrics?) such as these eventually led to the development of a built-in handle for containers of liquid detergent and a built-in funnel for containers of motor oil; also locating the striking area of a book of matches to the reverse side, making postage stamps adhesive, Post-its, ATMs, frequent flyer mileage programs, and ergonomic kitchenware.

Those who share my high regard for Stalk's insights and eloquence in this book are urged to check out his other works, notably Competing Against Time: How Time-Based Competition Is Reshaping Global Markets co-authored with Thomas Hout and the aforementioned Hardball as well as his various articles that appeared Harvard Business Review. Most can be purchased online and easily be downloaded.
May 15, 2008

SIMILAR PRODUCTS

Executing Your Strategy: How to Break It Down and Get It Done
by William A. Malek, Mark Morgan, Raymond Elliot Levitt

Lessons from Private Equity Any Company Can Use (Memo to the CEO)
by Hugh Macarthur, Orit Gadiesh

Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates
by Peter Skarzynski, Rowan Gibson

Outsmart!: How to Do What Your Competitors Can't
by Jim Champy

The Back of the Napkin: Solving Problems and Selling Ideas with Pictures
by Dan Roam