The New How [Paperback]
Creating Business Solutions Through Collaborative Strategy
Publisher: O'Reilly Media
Final Release Date: April 2014
Pages: 288

What people are saying about The New How

"How are you going to get rid of your Air Sandwich if you don't even know what it is? Provocative and practical at the same time."
--Seth Godin, author of Linchpin

"The New How is informative and provides exciting insights because the suggestions are practical and doable. Merchant gets the new reality--leadership fails not so much from flawed strategy as it does from failed processes of engagement from those responsible for implementing the strategy. In high-performing organizations, everyone acts like a leader, and they own the strategy and take actions to ensure its success. If you care about making a difference, read this book."
--Barry Posner, author of The Leadership Challenge

"Collaboration is a powerful, competitive weapon: this book shows you how to use it to win markets."
--Mark Interrante, VP Content Products, Yahoo, Inc.

"In a world in which the pace of change is ever quickening, collaboration, not control, is the route to a successful organization. This book tells you how to make your organization collaborative. And Nilofer Merchant's writing is a model of clarity."
--Barry Schwartz, author of The Paradox of Choice: Why More Is Less

"Want to transform your organization into a collaborative enterprise? Nilofer Merchant provides insightful and practical strategies in The New How."
--Padmasree Warrior, CTO, Cisco Systems, Inc.

"Merchant's book is a practical guide for the journey from strategy to implementation. The collaborative tools described here can help companies reach strategic success--and avoid pitfalls along the way."
--Tom Kelley, General Manager, IDEO, and author of Ten Faces of Innovation

Once in a generation, a book comes along that transforms the business landscape. For today's business leaders, The New How redefines the way companies create strategies and win new markets.

Management gurus have always said "people matter." But those same gurus still relegate strategy to an elite set of executives who focus on frameworks, long presentations, and hierarchical approaches. Business strategy typically has been planned by corporate chiefs in annual meetings, and then dictated to managers to carry out. The New How turns that notion on its head. After many years of working with Apple, Adobe, HP, and many other companies, Nilofer Merchant discovered the secret sauce: the best way to create a winning strategy is to include employees at all levels, helping to create strategy they not only believe in, but are also equipped to implement.

In The New How, Nilofer shows today's corporate directors, executives, and managers how they can transform their traditional, top-down approach to strategy planning and execution into collaborative "stratecution" that has proven to be significantly more effective.

  • Enhance performance and outcomes by deflating the "air sandwich" between executives in the boardroom and employees
  • Recognize that strategy and execution are thoroughly intertwined
  • Understand how successful strategy is founded in effective idea selection-a pile of good ideas doesn't necessarily build good strategy
  • Create company strategy and link it to targeted execution, using the practical models and techniques provided

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oreillyThe New How [Paperback]
 
4.5

(based on 2 reviews)

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5.0

How to make strategy collaboratively

By Tim Kastelle

from Brisbane, Australia

About Me Consultant, Innovation Academic

Verified Reviewer

Pros

  • Actionable
  • Helpful examples
  • Practical

Cons

    Best Uses

    • Executives
    • Managers

    Comments about oreilly The New How [Paperback]:

    Most organisations have problems executing strategy. Nilofer Merchant attributes this problem to the gap between the people who make strategy (usually executives) and the people who need to actually make the strategy happen (everyone else). After a brief discussion of why this happens, the rest of book looks at practical recommendations for correcting this problem.

    The key idea is that strategy should be developed collaboratively - that those who are responsible for executing it should also be involved in developing it.

    The book is practical throughout. It starts a bit slowly, but the final 2/3 are dynamite. It contains specific methods you can use to develop collaborative strategy, including a number of useful frameworks, exercises and resources to help you do this.

    The book will be most useful for C-level managers (it should be required reading for anyone at this level), but it will also provide useful & actionable insights for anyone involved in the development or execution of strategy.

    Also, the art by Hugh MacLeod is an outstanding addition to the book.

     
    4.0

    A must read, but lots of Academic Jargon

    By Nerd Stalker

    from San Francisco, CA

    About Me Designer, Developer

    Verified Reviewer

    Pros

    • Detailed
    • Framework to use
    • Several examples

    Cons

    • Difficult to understand

    Best Uses

    • Expert

    Comments about oreilly The New How [Paperback]:

    Have you ever read one of those books you know was packed with critical information only to realize you retained only a fraction of it? This is what happened to me in this book due in part to a tendency for the heavy use of academic corporate lexicon as opposed to a more every persons conversational digestible tone. This is a shame as the critical lessons in The New How could reach so many more, much like author's Jason Fried and Tony Hsieh have successfully done.That opinion aside it was an amazing feat to chronicle detailed business (mainly enterprise) lessons both successful and failed, dissect them in turn produce a framework for successful strategy creation. The artwork is very well done, (nice to see an author who considers design) it did enhance the experience and retention of some points. The latter part of the book is where things really shine, this is where we do get that conversational tone from Nilofer that I wish would have been present from page 1.I assume this book was intended for academia or an upper level executive (CEO) who prefers reading books of that kind, and that the rest of us were not the targeted demographic. But again there is much to glean from this book no matter where your title falls upon the corporate food chain. Read this book, then read it again, then again that's what I'll be doing.

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