Obviously you can't execute a strategy without initiatives, investments, and budgeting. But what you need to get managers focused on before you start on those things is the strategy that will make these initiatives coherent.
I've been fortunate enough to read some excellent books over the last fifteen years - books that have inspired me to change the way I see the world, my business, and the opportunities in front of me. In the order in which I've read them, here is a list of nine books which have changed my life. May they change yours as well:
We’re coming off an era of “small-minded questions” geared to efficiency: How can we do it faster, cheaper, where can we cut? “But in order to innovate today,” Yamashita maintains, “companies must ask more expansive questions.”
Most successul leaders function very well within a fairly broad range of circumstances. But some executives (most of us at one time or another) have limits beyond which we believe that blowing UP, acting OUT (passive-aggressiveness, sarcasm, etc.) or shutting DOWN, are not only defensible but the only alternatives available.
Innovators (of new businesses, products, and processes) spend almost 50% more time trying to think different compared to non-innovators. In other words, non-innovators do occasionally think different (answering "at least a little bit" to questions like "I creatively solve challenging problems by drawing on diverse ideas or knowledge" to hit the 48th percentile in our global database).
Anderson Partners Executive Performance supports high-performance corporations, teams and individual executives with management and leadership assessment tools, consulting, training and coaching programs.
