Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The traditional model for making strategy choices is to focus on asking the question: What is true. A more effective model for framing and making strategy choices is to focus on the logic behind the choice by asking: What would have to be true.
#2 The third bucket is about structuring work. The dominant model is that culture is so important that if it is not conducive to the working of the company, those in charge must change culture by mandating a change and/or reorganizing. A more effective model is to hold that culture can't be changed by mandating it or formally reorganizing roles and responsibilities.
#3 The fourteen dominant models are in place not because they are stupid. They make sense, and I don’t expect them to be replaced anytime soon. But I hope that you will be intrigued enough to read the whole chapter for each and be convinced to at least experiment with using the alternative model.
#4 Competition happens at the front line, not between companies. Customers choose between products and services that can meet their needs. And they have only a limited amount of visibility into or concern with who brings the product or service at their front line.