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Full Description
A clarion call to business leaders to recast their conception of leadership and strategy execution to meet the demands of the modern world
Have a problem with your organization's strategy in an era of accelerating, exponential change? Modern business orthodoxy has an easy answer: transform it. Hone: How Purposeful Leaders Defy Drift argues this thinking is itself in need of an overhaul. Rather than devote time to expensive, long, and often unsuccessful transformations, leaders should instead focus on holistically designing and honing the management systems that are the nervous systems of their businesses. They can take a cue from chefs and other artisans and hone their organizations. After all, honing doesn't sharpen knives; it realigns a knife's steel to its original position. Choosing and honing the set of management systems that promote an organization's desired outcomes (and uninstalling them when they are past their prime) is one of the most important things a business leader can do—and is just as much art as science.
The third in a trilogy of business strategy books written by renowned strategists and two-time Thinkers50-nominated authors Steven Goldbach and Geoff Tuff, this book explains why and how to optimally hone your organization's execution of its strategy, with highlights including:
The importance of recognizing and taking action to defy the drift that often afflicts organizations undergoing massive transformation
Guidelines on how to design and continually reshape effective management systems to influence organizational and individual behaviors
Reframing the job of CEOs to be Chief System Designers for their organizations
Reflections on how honing principles within organizations can be used on broader societal challenges such as addressing climate change via the energy transition
Engaging, pragmatic, and inspiring, Hone: How Purposeful Leaders Defy Drift earns a well-deserved spot on the bookshelves of all private, public, and nonprofit sector professionals seeking to bring new sources of advantage to their organizations in a time of accelerating uncertainty and exponential change.
Contents
Part I What It Means to Hone 1
Chapter 1 The Chef 3
Chapter 2 The Problem with Drift 19
Chapter 3 The Nervous System of Strategy 29
Chapter 4 The Craftsman 49
Chapter 5 Wiring the Nervous System 61
Part II Hone Your Organization 77
Chapter 6 Chief System Designer 79
Chapter 7 The Director 91
Chapter 8 Principles of System Design 99
Chapter 9 A Recipe for Change 113
Chapter 10 Walking the Talk 129
Chapter 11 The Rock Band 139
Part III Hone Our Collective Challenges 151
Chapter 12 Widening the Lens 153
Chapter 13 Minimally Viable Thoughts: Honing Our Future 163
Chapter 14 Reflections on a Trilogy 181
Notes 191
Acknowledgments 195
About the Authors 199
Index 201
