I've been involved in a lot of strategy work at my company lately, and have been doing some research on how to develop, influence, and lead others through this process. One fascinating (and very good) book I encountered was David Maister's "Strategy and the Fat Smoker: Doing What's Obvious But Not Easy."
Knowing is easy; doing is hard
Maister starts this business book with an analogy rooted in personal life: He knows that smoking is bad for him, and he knows he should eat healthy - so why
is he still a fat smoker? He knows what he should be doing differently, he periodically declares he'll change (even making New Year's resolutions to that effect) - but it's too easy to not make changes in what you do, so nothing changes. The same thing happens in business - organizations come up with ideas, strategies, and plans but don't do anything differently.
This book is loaded with pithy "wisdom bites" in the margins - and the first one in the book sums it up nicely:
"Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do."
Collected wisdom
What follows is a collection of wisdom, examples, and tools that Maister has gathered during his years of work with a variety of organizations around business strategy. Not only does he give examples of effective and ineffective companies, he also provides tools for individual leaders to assess their own strengths, weaknesses, and motivations to determine what changes - internally and externally - are needed for success.
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99.
What the heck does the title of this post mean? Well, I'm referring to the