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The Strategy Book

Leading Blog

It contains concise explanations (without all the jargon) of some of the most popular strategy tools and how to use them. In his own words: “First, there are the most popular tools—those that are used most often in the workplace. Second, there are some of the most influential tools from the field of strategy and management.

Strategy 281
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Book Review: The Power Of Starting Something Stupid

Tim Milburn

I will often share a tool, resource, or book that I have found helpful in my own journey. I was given a copy of Richie Norton’s book, The Power of Starting Something Stupid. I was intrigued by the title and the fact that Norton had written this book with his wife. It’s the new marketing machine of publishing.

Norton 158
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Intuition Pumps: A book review by Bob Morris

First Friday Book Synopsis

Intuition Pumps and Other Tools for Thinking Daniel C. Norton & Company (2013) Here is a process of natural selection that could (perhaps) help to achieve metacognition With regard to the title, Daniel Dennett observes, “Intuition pumps have been a dominant force in philosophy for centuries. Norton & Company'

Norton 75
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A Closed-Loop Strategy Execution System

Six Disciplines

Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. Kaplan and Dr. David P. By creating a closed-loop management system, companies can avoid such shortfalls. Discipline I.

System 98
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A Closed-Loop Strategy Execution System

Six Disciplines

Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. Kaplan and Dr. David P. By creating a closed-loop management system, companies can avoid such shortfalls. Discipline I.

System 85
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The Disconnect Between Strategy And Execution

Six Disciplines

While all of us agree there's a disconnect between strategy formulation and strategy execution, the developers of the Balanced Scorecard (Robert Kaplan and David Norton) offer up this terrifying observation: On average, 95% of a company's employees are unaware of, or do not understand, its strategy. Of course, it doesn't have to be that way.

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The Balanced Scorecard: Do’s and Don’ts

First Friday Book Synopsis

Norton developed in much greater depth and detail a concept they introduced previously in an HBR article (January/February, 1992): the balanced scorecard. In a book published in 1996, The Balanced Scorecard: Translating Strategy Into Action, Robert S. Kaplan and David P.