Must-Win Battles: How to Win Them, Again and Again

by Peter Killing, Thomas Malnight, Tracey Keys

Overview

Must-Win Battles shows leaders exactly how to identify the 3 to 5 critical challenges most likely to make or break their businesses -- and then mobilize people and resources to successfully execute on them. This book draws on the authors' exceptional experience as world-class consultants and leading-edge business researchers, and builds on the highly successful executive program they created for IMD, one of the world's best business schools. The authors show leaders how to cut through uncoordinated initiatives, create a short list of true "must-wins," focus relentlessly on them, and infuse their organizations with renewed energy and effectiveness. Along the way, discover how to recognize which victories will make the greatest difference, avoid unwinnable battles, drive consensus when somebody's ox is inevitably being gored, make sure must-win battles are specific and measurable, and change the behavior of your top management team to lock in this laser-sharp focus for future battles.

Product Details

ISBN-13:	9780132716345
Publisher:	Pearson Education
Publication date:	03/11/2006
Sold by:	Barnes & Noble
Format:	eBook
Pages:	288
File size:	3 MB

About the Author

Peter Killing and Thomas Malnight are Professors of Strategy at IMD. The ideas in this book come directly from their extensive work with management teams across many countries, and in both large and small organizations, creating winning strategies using must-win battle concepts. From these experiences it is abundantly clear that the “intellectual” approach to strategy is not enough. What Peter, Tom, and the managers highlighted in this book believe is that “strategic priorities with heart” will win the day.

At IMD, Peter runs company-specific programs for companies such as Nestlé, BMW, PepsiCo International, Scottish & Newcastle, Tetra Laval and Tate & Lyle. Tom’s experience includes work with companies such as Unilever, A.P. Moller-Maersk Group, Masterfoods, Firmenich, Carlsberg, and Adecco. He also directs IMD’s Booster Program, an intensive program focusing on accelerating project and team development, while Peter runs the Breakthrough Program for Senior Executives and Mastering New Challenges, a program for managers about to take on new responsibilities.

Both Tom and Peter have written widely on the topics of strategy, change, and leadership, in publications ranging from the Harvard Business Review to the Academy of Management Journal. Peter is a co-author of a strategy text, Strategic Analysis and Action, which is currently in its sixth edition.

Tom has a DBA from the Harvard Business School and was on the faculty of The Wharton School for seven years before joining IMD. Before his doctorate, he spent 10 years with Mitsubishi International Corporation, including two years in Japan. Peter holds a Ph.D. from the Ivey Business School in Canada, where he taught for 20 years and was Associate Dean of Executive Education at the time he came to IMD.

 

Tracey Keys has 20 years of experience as a consultant and manager, focused on complex strategy and organizational issues. She has worked with companies in the media, consumer goods, finance, and new media sectors across Europe, the U.S., and Africa. Previously, Tracey has held senior roles at the BBC, where she was Head of Corporate Planning, Booz Allen Hamilton, and Deloitte & Touche/Braxton Associates. She has also been an active advisor to start-ups, several of which have been launched successfully in the technology, publishing, wine and consulting fields. Tracey is a Fulbright Scholar and holds an MBA from The Wharton School, where she was distinguished as a Palmer Scholar.

Table of Contents

Why Write This Book?  ix

Acknowledgments  xiii

 

Chapter 1:  The MWB Journey  1

 

Section I:  Preparing the Journey

Chapter 2:  Understanding Your Starting Conditions  31

Chapter 3:  What Does It Take to Lead an MWB Journey?  53

 

Section II:  Engaging the Team

Chapter 4:  Opening Windows: Sharing Perspectives and Realities  83

Chapter 5:  Defining the Battles: Colliding to Decide  117

Chapter 6:  Committing to One Agenda: Breaking the Silos  137

 

Section III:  Making It Happen

Chapter 7:  Engaging the Organization  169

Chapter 8:  From Tent to Tent: The Unilever Ice Cream Journey  203

Chapter 9:  Lessons from MWB Journeys Won and Lost  223

 

Appendix A:  The MWB Journey Roadmap  233

Appendix B:  The Denison Survey : Questions  237

Appendix C:  Using External Assistance  243

 

Index  247