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(More customer reviews)David Maister has written another very readable, logical, practical book that's brimming with common sense. It's for leaders who could use a Dutch uncle's bony index finger in their sternum to remind them of what they already know but don't have the focus and discipline to do day after day.
As a management consultant for the past 25-plus years, I've watched leaders struggle with defining, clarifying and implementing business strategies. They struggle because it's not easy work. It's like dieting or quitting smoking and staying with it. It's hard work.
Drawing on the diet/smoking analogy, Maister offers up useful ways to think about strategy--starting with having the right mindset. To this he introduces tools, techniques and processes to make strategy work...this time.
He's so usefully blunt with that bony index finger. "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." So, strategy is not just about strategy, but execution.
And commitment and resolute focus. "You can't achieve a competitive differentiation through things you do 'reasonably well most of the time.'"
And discipline. "The necessary outcome of strategic planning is not analytical insight but resolve."
And knowing when to say no. "Strategy is deciding whose business you are going to turn away."
Maister covers the gamut, from building ownership and accountability in the strategy (consequences for non-compliance), avoiding temptation, creating rules to live by, clarifying expectations and roles for leaders and overcoming obstacles that I have seen leaders struggle with over the years.
Of all the business books that flood the market these days, Strategy and the Fat Smoker stands out for its practicality, common sense and long-term usefullness. It's already a dog-eared reference book on my bookshelf.
Jim Shaffer
Jim Shaffer Group
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We often (or even usually) know what we should be doing in both personal and professional life. We also know why we should be doing it and (often) how to do it. Figuring all that out is not too difficult. What is very hard is actually doing what you know to be good for you in the long-run, in spite of short-run temptations. The same is true for organizations. What is noteworthy is how similar (if not identical) most firms' strategies really are: provide outstanding client service, act like team players, provide a good place to work, invest in your future. No sensible firm (or person) would enunciate a strategy that advocated anything else. However, just because something is obvious does not make it easy. 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. This simple insight, if accepted, has profound implications for 1. how organizations should think about strategy 2. how they should think about clients, marketing and selling and 3. how they should think about management. In 18 chapters, Maister explores the fat smoker syndrome and how individuals, managers and organizations can overcome the temptations of the short-term and actually do what they already know is good for them.
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