Buying Options

Digital List Price:    628.95
Kindle Price:    353.41

Save    275.54 (44%)

inclusive of all taxes

includes free wireless delivery via Amazon Whispernet
View eBooks cart Available in eBooks cart

These promotions will be applied to this item:

Some promotions may be combined; others are not eligible to be combined with other offers. For details, please see the Terms & Conditions associated with these promotions.

Deliver to your Kindle or other device

Buy for others

Give as a gift or purchase for a team or group.Learn more

Buying and sending Kindle eBooks to others

Select quantity
Buy and send Kindle eBooks
Recipients can read on any device

These ebooks can only be redeemed by recipients in the India. Redemption links and eBooks cannot be resold.

This item has a maximum order quantity limit.

Deliver to your Kindle or other device

Kindle app logo image

Download the free Kindle app and start reading Kindle books instantly on your smartphone, tablet or computer – no Kindle device required. Learn more

Read instantly on your browser with Kindle Cloud Reader.

Please enter your mobile phone number or email address

Processing your request...

By pressing "Send link", you agree to Amazon's Conditions of Use.

You consent to receive an automated text message from or on behalf of Amazon about the Kindle App at your mobile number above. Consent is not a condition of any purchase. Message and data rates may apply.

HBR Guide to Thinking Strategically (HBR Guide Series) by [Harvard Business Review]

Follow the Author

Something went wrong. Please try your request again later.

HBR Guide to Thinking Strategically (HBR Guide Series) Kindle Edition

4.6 out of 5 stars 182 ratings

New from
Kindle Edition

Product description

About the Author

Harvard Business Review is the leading destination for smart management thinking. Through its flagship magazine, 13 international licensed editions, books from Harvard Business Review Press, and digital content and tools published on, Harvard Business Review provides professionals around the world with rigorous insights and best practices to lead themselves and their organizations more effectively and to make a positive impact.

--This text refers to the hardcover edition.

Product details

  • ASIN ‏ : ‎ B07D1RHSF9
  • Publisher ‏ : ‎ Harvard Business Review Press (18 December 2018)
  • Language ‏ : ‎ English
  • File size ‏ : ‎ 4275 KB
  • Text-to-Speech ‏ : ‎ Enabled
  • Screen Reader ‏ : ‎ Supported
  • Enhanced typesetting ‏ : ‎ Enabled
  • X-Ray ‏ : ‎ Enabled
  • Word Wise ‏ : ‎ Enabled
  • Print length ‏ : ‎ 202 pages
  • Customer Reviews:
    4.6 out of 5 stars 182 ratings

Customer reviews

4.6 out of 5 stars
4.6 out of 5
182 global ratings
How are ratings calculated?

Top review from India

Reviewed in India on 10 March 2019
Verified Purchase

Top reviews from other countries

Amazon Customer
2.0 out of 5 stars Light reading for the airport departure lounge
Reviewed in the United Kingdom on 13 November 2020
Verified Purchase
5.0 out of 5 stars Five stars learning
Reviewed in the United Kingdom on 24 March 2019
Verified Purchase
3.0 out of 5 stars To the point easily
Reviewed in Canada on 11 September 2019
Verified Purchase
Amazon Customer
5.0 out of 5 stars Great book
Reviewed in Canada on 14 July 2019
Verified Purchase
Ian Mann
4.0 out of 5 stars Ian Mann's book reviews
Reviewed in the United States on 22 March 2019
Verified Purchase
Customer image
4.0 out of 5 stars Ian Mann's book reviews
Reviewed in the United States on 22 March 2019
This collection of essays is a valuable guide for those in middle management and above. It answers the need for a guide to both how to be a more effective strategic thinker, or how to become a strategic thinker.
Much has been written about formulating strategy, but this is an event that once ended, is left to be executed by strategic thinkers. This is the first comprehensive book I have read on how to be that person, at any leadership level.
The authors describe strategic thinking as “analyzing opportunities and problems from a broad perspective, and understanding the potential impact your actions might have on the future of your organization, your team, or your bottom line.”
The strategic genius, Professor Rumelt titled his seminal book, ‘Good Strategy, Bad Strategy’ because he believes strategy is either one or the other. There is no other option. In similar vein I have observed that people are either good strategic thinkers or bad strategic thinkers, there is no third category.
Strategic thinking begins with going beyond your day-to-day activities and considering the larger environment in which you’re operating. It starts with asking questions and challenging assumptions about how things operate in your company and industry. Based on strategic thinking, you are able to make daily decisions about how you and your team should be spending your time.
This is the only way you ensure that every choice you make, and every action you take, drives results that matter to the organization. On even cursory reflection, this is an obvious requirement of every successful manager at every level.
Strategic thinking is not a natural way of thinking, rather it is a skill that is learned deliberately, or less often, by osmosis in an environment of strategic thinkers.
Strategic thinking starts with an understanding of the company’s strategy. At whatever level one operates, this is what one is employed to do. Period. If it is a good strategy, you will able to claim that you are partly responsible for its success. If it is a bad strategy, you will able to claim that you worked as effectively as you could to try and get the best out of a bad strategy.
William Schiemann reports that only 14% of organizations he surveyed, claimed that their employees had a clear understanding of their company’s strategy and direction, and that only 24% felt the strategy was linked to their individual accountabilities and capabilities.
The characteristics of a strategic thinker have received attention in the leadership literature. However, this is “usually in isolation and seldom in the special context of high stakes and deep uncertainty that can make or break both companies and careers”, the authors explain.
People who think strategically have specific personal traits, behaviors, and attitudes, the first of which is curiosity about – well, everything – what is going on in the company, in the industry, in the country, amongst competitors, and more. And then they question whether they and their units are focused on the right things. Their focus is on the future and how the unit and company’s operations may change in the coming months and years.
To be a strategic leader, not just a strategic thinker, requires consistency. The objective that you pursue, must be persistently pursued, but this must be combined with the agility to adapt approaches and shift ideas when new information is received.
A fundamental of strategic thinking is learning: the gathering of knowledge and information. This often complex, sometimes ambiguous body of data, must be interpreted to get the insights you can use to make smart choices and select appropriate courses of action.
There are many ways to deal with this confusion, but the authors offer effective and easily applied approaches. These include: talking to your customers, suppliers, and other partners to understand their challenges; using simple scenarios to imagine various futures so you can prepare for the unexpected; looking at fast-growing rivals, and examining the actions they have taken that puzzle you. (For example, why did they have a sale early this year, but of much fewer items that everyone else.)
You could use the “five whys” of Sakichi Toyoda, (Toyota’s founder). Why did this happen? And when you have an answer, ask a “why” on that answer, and so on five times to get to the heart of the matter.
Finland’s former president J. K. Paasikivi was fond of saying that wisdom begins by recognizing the facts and then “re-cognizing,” or rethinking them, to expose their hidden implications.
When analyzing ambiguous data, the authors suggest, list at least three possible explanations for the data, and invite perspectives from others.
When you advance from strategic thinking, to the decision and action phase of being a strategic leader, insist on multiple options right at the beginning. Avoid getting prematurely locked into simplistic go/no-go choices of the Brexit variey. Reframe binary decisions by asking your colleagues, “What other options do we have?” And then make your decision based on the long-term, not the short-term.
As a strategic thinker, the recurring question that you must ask yourself is, how your actions create value that can maximize your contribution to your organization, and set you up for success. You will find this book is extraordinarily valuable. It has no 'breakthrough', new material; everything has been said more fully elsewhere before, but never as a concise guide, all in one place.

Readability Light -+--- Serious
Valuable Insights Many --+-- Few
Practical application High +---- Low
Ian Mann consults internationally on strategy and implementation and is the author of “Strategy That Works” and the “Executive Update”.
Images in this review
Customer image
Customer image
17 people found this helpful
Report abuse