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Strategy Rules: Five Timeless Lessons from Bill Gates, Andy Grove, and Steve Jobs, by David B. Yoffie, Michael A. Cusumano
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The authors of the bestselling Competing on Internet Time (a Business Week top 10 book) analyze the strategies, principles, and skills of three of the most successful and influential figures in business—Bill Gates, Andy Grove, and Steve Jobs—offering lessons for all managers and entrepreneurs on leadership, strategy and execution.
In less than a decade, Bill Gates, Steve Jobs, and Andy Grove founded three companies that would define the world of technology and transform our lives. At their peaks, Microsoft, Apple, and Intel were collectively worth some $1.5 trillion. Strategy Rules examines these three individuals collectively for the first time—their successes and failures, commonalities and differences—revealing the business strategies and practices they pioneered while building their firms.
David B. Yoffie and Michael A. Cusumano have studied these three leaders and their companies for more than thirty years, while teaching business strategy, innovation and entrepreneurship at Harvard and MIT. In this enlightening guide, they show how Gates, Grove, and Jobs approached strategy and execution in remarkably similar ways—yet markedly differently from their erstwhile competitors—keeping their focus on five strategic rules.
Strategy Rules brings together the best practices in strategic management and high-tech entrepreneurship from three path-breaking entrepreneurs who emerged as CEOs of huge global companies. Their approaches to formulating strategy and building organizations offer unique insights for start-up executives as well as the heads of modern multinationals.
- Sales Rank: #159229 in Books
- Published on: 2015-04-14
- Released on: 2015-04-14
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .93" w x 6.00" l, .0 pounds
- Binding: Hardcover
- 272 pages
Review
“Warts and all, here is the inside story on how three unlikely leaders changed the world forever and created a trillion dollars of market cap. Two brilliant business professors with unique access provide lessons for any business and its leaders.” (Scott Cook, Founder & Chairman, Intuit)
“No one but these co-authors could have distilled the histories of these great CEOs and their world-changing firms into a handful of lucid and logical guidelines for all strategic thinking. Everyone in business --whether in big companies or small -- should read, mark, and digest this book.” (Reed Hundt, CEO, Coalition for Green Capital; former chairman, FCC)
“Brilliantly and accurately explains how these legendary high-tech CEOs shaped the world we live in. A must read for today’s aspiring leaders”. (John Sculley, former Apple CEO)
“This is not just about strategy for technology companies but about how bold, passionate and deeply knowledgeable leaders work. It is required reading for those who aspire to push the boundaries of business. ” (John Browne, former CEO BP and former board member of Intel)
From the Back Cover
Between 1968 and 1976, Bill Gates, Andy Grove, and Steve Jobs launched three companies that would define the world of high technology, create more than a trillion dollars in value, and transform our lives. How did they realize these incredible achievements? Strategy Rules examines these three individuals collectively for the first time—their successes and failures, comonalities and differences—revealing the business strategies and practices they pioneered while building their firms.
Eminent business professors David Yoffie and Michael Cusumano have studied these three leaders and their companies for nearly thirty years, while teaching business strategy, innovation, and entrepreneurship at Harvard Business School and the MIT Sloan School of Management. In this enlightening guide, they show how Gates, Grove, and Jobs became masters of strategy. As CEOs, each approached strategy and execution in remarkably similar ways—yet markedly differently from their erstwhile competitors—keeping their focus on five rules:
- Look Forward, Reason Back: They determined where they want their companies to be in the future and could "reason back" to identify the moves that would take them there.
- Make Big Bets, Without Betting the Company: All three men made enormous strategic bets but rarely took gambles that put the financial viability of their companies at undue risk.
- Build Platforms and Ecosystems: Technology leaders have to create industry platforms that enable other firms to create complementary products and services that make the platforms increasingly valuable.
- Exploit Leverage and Power: Gates, Grove, and Jobs often turned opponents’ strengths into weaknesses and used enormous resources (once they had them) to dominate competitors.
- Shape the Company around Your Personal Anchor: From Gates’ understanding of software to Grove’s devotion to process discipline and Jobs’ obsession with design, all three built their companies around their personal strengths while compensating for their weaknesses.
Strategy Rules brings together the best practices in strategic management and high-tech entrepreneurship, providing unique insights for start-up executives as well as the heads of modern multinationals.
About the Author
Professors David B. Yoffie and Michael A. Cusumano are the authors of the bestselling Competing on Internet Time.
Yoffie is the Max and Doris Starr Professor of International Business Administration at Harvard Business School and is the longest-serving member of the Intel board of directors. He is the author, coauthor, or editor of nine books and has written extensively for the New York Times, the Wall Street Journal, and the Harvard Business Review.
Cusumano is the Sloan Management Review Distinguished Professor of Management at the Massachusetts Institute of Technology's Sloan School of Management, with a joint appointment in the MIT School of Engineering. He is the author, coauthor, or editor of eleven books, including the classic bestseller Microsoft Secrets and Staying Power: Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World.
Professors David B. Yoffie and Michael A. Cusumano are the authors of the bestselling Competing on Internet Time.
Yoffie is the Max and Doris Starr Professor of International Business Administration at Harvard Business School and is the longest-serving member of the Intel board of directors. He is the author, coauthor, or editor of nine books and has written extensively for the New York Times, the Wall Street Journal, and the Harvard Business Review.
Cusumano is the Sloan Management Review Distinguished Professor of Management at the Massachusetts Institute of Technology's Sloan School of Management, with a joint appointment in the MIT School of Engineering. He is the author, coauthor, or editor of eleven books, including the classic bestseller Microsoft Secrets and Staying Power: Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World.
Most helpful customer reviews
11 of 11 people found the following review helpful.
Into the Looking Glass – Reflecting on Our Own Strategy Rules
By Phil M Dubois
Although a study of the personalities, similarities and differences of three leading technology CEOs of our time, “Strategy Rules” is more than one more contribution to the biographical literature of the larger-than-life careers of Bill Gates, Andy Grove and Steve Jobs. It shifts up a gear (or five) by analyzing their strategic decisions – the good and the bad – as they built their companies. These are used to illustrate five strategy rules that can be applied by CEOs of any size company to achieve their long-term goals.
We may not all be destined to build a platform (the lesson here for many of us may be leveraging how our product can maximize its impact within its own ecosystem), nor may we have the scale to use every one of the five strategies completely. But Strategy Rules provides a foundation from which we as CEOs can examine and strengthen our own company’s strategy.
The first rule “Look Forward, Reason Back” was my personal nugget, the subject of the one chapter I re-read the first time through the book. To me it drove to the core of how we need to approach thinking strategically, moving away from (or perhaps combining with) the more natural process of reasoning forward from our current position.
Strategy Rules holds up a mirror, offering up a framework to guide and measure our own performance to think and act strategically – a mirror through which to examine ourselves in the context of five strategies that can make a difference as we build our own businesses. Strategy Rules is a compelling, must-read for technology CEOs.
12 of 13 people found the following review helpful.
A Business Masterpiece
By Tom Rogers
As a CEO, this provided incredibly valuable insight into how a masterclass set of CEOs have approached the job of not only defining masterful strategies, but how they were able to master the implementation of those strategies in enormously consequential ways. Senior executives at companies of all sizes should master the many tips Strategy Rules provides. A business masterpiece.
Tom Rogers, President and CEO - Tivo Inc.
5 of 5 people found the following review helpful.
5 Rules, 4 Principles make a great Strategy Framework
By B.Sudhakar Shenoy
Books on Business Strategy usually provide a rear view mirror historical picture of how great companies succeeded and then an analysis to converge on putting the findings into perspective in the form of Frameworks that can adopted by others. Despite this disadvantage in approach, the years of effort put in by such in-depth research comes in handy and at least as a good check list, compass and road map, to navigate successfully and win in the rapidly changing, hostile and unforgiving business landscape.
This book provides first hand detailed insights into the strategic mind sets of leaders of three great technology companies- Intel, Microsoft and Apple that shaped the world of computing and business for over three decades.
There are five clear Rules that are distilled from the experiences of Gates, Grove and Jobs and each of these Rules are further broken into four principles. When I look at these from another angle, the Rules appear to be the strategic intent and the principles are the engines of execution. Both put together, form the foundation of a robust strategy, well executed.
There are many similarities amongst the three great leaders. All of them were passionate about something – Gates with software, Grove with discipline and Jobs with design. But the similarity soon ends and each of them practiced the Rules in their own way, and the emphasis was vastly different. One chapter each devoted to the five Rules neatly subdivided into the four principles and a good narration on the similarities and divergences between the three leaders makes this book a very systematic and comprehensive study.
I find some findings in other recent books on Business Strategy that fit very well into the framework of this book. The five step approach in ‘Playing to Win: How Strategy Really Works’, by Lafley and Martin is very similar right from creating the winning aspiration and the four rigorous steps that follow on execution.
Some principles from the elegant framework in the book ‘Great by Choice’ by Collins are also firmly embedded in the thought process of all the three leaders.
In an era of unprecedented changes in the technological landscape, rapidly shifting customer needs, accelerated industry Clock Speeds and fierce competitive forces sweeping global markets, this book is a great read that provides the intellectual clarity and pitfalls to be avoided in strategy formulation and execution process.
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