Paul Leinwand

Cesare R. Mainardi

In a recent survey of executives, two-thirds of the respondents said they didn't think their organization could execute the company's defined strategy. Why is the strategy-execution gap so pervasive? And what can executives do to close it? In Strategy that Works, Paul Leinwand and Cesare Mainardi share their latest research into how the best companies in the world connect strategy to execution. Having the right capabilities in place is essential; but subsequent research by the authors' firm, Strategy&, shows that capabilities alone don't close the gap between what companies aspire to do and what they can actually accomplish. The authors identify, in all, five fundamental principles for connecting strategy and execution, and show how the best companies in the world use these principles to out-execute and out-compete their opponents. They: Commit to winning by what they do best, instead of chasing multiple opportunities Focus on and build only those capabilities, instead of benchmarking against competitors Prune what doesn't matter to invest more in what does Leverage the culture they have instead of reengineering it Shape demand instead of constantly reacting to market changes Based on in-depth interviews inside companies that are known for their flawless execution and for redefining the competition in their industries, this book provides executives with the path for connecting strategy to execution.

Closing the Gap Between Strategy and Execution

Strategy That Works

Mahadeva Matt Mani

Two world-renowned strategists detail the seven leadership imperatives for transforming companies for success in the digital era. Yes, the world is chaotic, and no one knows the details of where we're headed. But leaders must not let themselves be held hostage by fear. More than ever, you need to take charge and write your vision for your company's future. This book is your guide. For companies to succeed in the digital age, executives must reimagine their businesses before they reimagine being digital. They must courageously shed the past to rethink their place in the world and how they compete and collaborate with others to create value. Companies need to undergo a fundamental transformation, building a new type of competitive advantage—one that is fueled by scale in their differentiating capabilities. They must focus on the few capabilities that power their value proposition. And they must be measurably better than their competitors. In their new book, Paul Leinwand and Mahadeva Matt Mani, both members of the PwC US partnership and its Strategy& global team, help leaders navigate these profound and historic shifts and provide a road map for reshaping their companies. Building on a major new body of research, along with case studies of companies on the vanguard of this major shift, the authors identify the seven imperatives that leaders must follow as the digital age continues to evolve: Reimagine your company's place in the world Build privileged insights into your customers Create value through ecosystems Break up the traditional organization Reposition your leadership team Reinvent the social contract with your people Disrupt your own leadership approach Together, these seven imperatives comprise a playbook for designing and executing the transformations that are required for companies to succeed in the digital age.

How Great Leaders Transform Their Organizations and Shape the Future

Beyond Digital

Two world-renowned strategists detail the seven leadership imperatives for transforming companies in the new digital era. Digital transformation is critical. But winning in today's world requires more than digitization. It requires understanding that the nature of competitive advantage has shifted—and that being digital is not enough. In Beyond Digital, Paul Leinwand and Matt Mani from Strategy&, PwC's global strategy consulting business, take readers inside twelve companies and how they have navigated through this monumental shift: from Philips's reinvention from a broad conglomerate to a focused health technology player, to Cleveland Clinic's engagement with its broader ecosystem to improve and expand its leading patient care to more locations around the world, to Microsoft's overhaul of its global commercial business to drive customer outcomes. Other case studies include Adobe, Citigroup, Eli Lilly, Hitachi, Honeywell, Inditex, Komatsu, STC Pay, and Titan. Building on a major new body of research, the authors identify the seven imperatives that leaders must follow as the digital age continues to evolve: Reimagine your company's place in the world Embrace and create value via ecosystems Build a system of privileged insights with your customers Make your organization outcome-oriented Invert the focus of your leadership team Reinvent the social contract with your people Disrupt your own leadership approach Together, these seven imperatives comprise a playbook for how leaders can define a bolder purpose and transform their organizations.

Cesare Mainardi

Conventional wisdom on strategy is no longer a reliable guide. InEssential Advantage, Booz & Company's Cesare Mainardi and Paul Leinwand maintain that success in any market accrues to firms with coherence: a tight match between their strategic direction and the capabilities that make them unique. Achieving this clarity takes a sharpness of focus that only exceptional companies have mastered. This book helps you identify your firm's blend of strategic direction and distinctive capabilities that give it the "right to win" in its chosen markets. Based on extensive research and filled with company examples--including Amazon.com, Johnson & Johnson, Tata Sons, and Procter & Gamble--Essential Advantage helps you construct a coherent company in which the pieces reinforce each other instead of working at cross-purposes. The authors reveal: � Why you should focus on a system of a few aligned capabilities � How to identify the "way to play" in your market � How to design a strategy for well-modulated growth � How to align a portfolio of businesses behind your capability system � How your strategy clarifies growth, costs, and people decisions Few companies achieve a capability-driven "right to win" in their market. This book helps you position your firm to be among them.

How to Win with a Capabilities-driven Strategy

The Essential Advantage

Il vantaggio essenziale. Come sviluppare una strategia di successo basata sulle capacità

For most companies, cost cutting in a down economy means across-the-board slashing that "spreads the pain" of budget reductions across many departments. While that may sound like the best approach for getting critical results fast and for limiting political infighting, it is a mistake-one that will leave your company weaker, not just smaller. Instead, companies that need to reduce costs should treat the challenge as an opportunity to identify and reinforce their key capabilities, while divesting from those activities that do not truly reflect the business's strengths or long-term goals. This more strategic approach will make your company more resilient as tough times continue and more robust as recovery begins. In Cut Costs, Grow Stronger, an e-book published as part of the Harvard Business Press Memo to the CEO series, Booz & Company's Shumeet Banerji, Paul Leinwand and Cesare Mainardi provide executives with the tools they need to rapidly implement capabilities-driven cost reduction. First they demonstrate how to identify and clearly articulate your company's key capabilities-not just core competencies or skill sets, but those very few strengths that, in combination, define how your organization competes. You can then use this information to create your company's unique blueprint for effective and efficient cost reduction. The authors' detailed, step-by-step framework walks you through the process, which can be completed in as little as two or three months-it's something that you can do now. This practical guide to capabilities-driven cost-cutting is the tool executives need to confront the challenge of today's economy while strengthening the foundation for what will set their company apart in the future.

Paul Leinwand

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