Mastering Disruption from Outside the C-Suite
How smart companies are opening up strategic initiatives to involve front-line employees, experts, suppliers, customers, entrepreneurs, and even competitors.
Why are some of the world's most successful companies able to stay ahead of disruption, adopting and implementing innovative strategies, while others struggle? It's not because they hire a new CEO or expensive consultants but rather because these pioneering companies have adopted a new way of strategizing. Instead of keeping strategic deliberations within the C-Suite, they open up strategic initiatives to a diverse group of stakeholders—front-line employees, experts, suppliers, customers, entrepreneurs, and even competitors. Open Strategy presents a new philosophy, key tools, step-by-step advice, and fascinating case studies—from companies that range from Barclays to Adidas—to guide business leaders in this groundbreaking approach to strategy.
The authors—business-strategy experts from both academia and management consulting—introduce tools for each of the three stages of strategy-making: idea generation, plan formulation, and implementation. These are digital tools (including strategy contests), which allow the widest participation; hybrid digital/in-person tools (including a “nightmare competitor challenge”); a workshop tool that gamifies the business model development process; and tools that help companies implement and sustain open strategy efforts.
Open strategy has an astonishing track record: a survey of 200 business leaders shows that although open-strategy techniques were deployed for only 30 percent of their initiatives, those same initiatives generated 50 percent of their revenues and profits. This book offers a roadmap for this kind of success.
Hardcover$29.95 T ISBN: 9780262046114 296 pp. | 6 in x 9 in 20 figures
“I have been a champion of open for many years. Open Strategy provides a nice blueprint to unleash the power and impact of openness in your organization—recommended reading for all leaders.”
“My benchmark for an important, long-lasting book is the number of notes I take while reading. Open Strategy far exceeds my benchmark—I found something important on every page! It turns the existing strategic management paradigm on its head by showing executives the power of openness. An excellent how-to manual.”
Karim R. Lakhani
, Dorothy and Michael Hintze Professor of Business Administration, Harvard Business School; coauthor of Competing in the Age of AI
“This book shows how a strategy can be shaped around openness and the importance of the deep self-awareness an organization has to build to take this journey in these turbulent times. Very insightful.”
“Open strategy is more than an inspiring idea. With this book, leaders now have the practical tools to make it a value-creating reality.”
, Professor of Strategic Management, University of Oxford
“If you are running an organization, this is the book you need. Old-style top-down thinking can't capture the complexity of the present or the uncertainties of the future. This is the first strategy book I've read that seems to know what kind of world we are living in today.”
CEO; author of Uncharted: How to Navigate the Future
“The old rules of business said that strategy was the sole preserve of the boardroom. But strategy is being brought into the light. Open strategy is as game-changing as open innovation.”
Des Dearlove and Stuart Crainer
“We applied open strategy. Involving a wide range of internal people as well as external experts was one of my best decisions.”
CEO, Ritter Sport