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Must-Win Battles: How to Win Them, Again and Again 1st Edition

4.0 4.0 out of 5 stars 37 ratings

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.

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Editorial Reviews

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.

Product details

  • Publisher ‏ : ‎ FT Press; 1st edition (March 1, 2006)
  • Language ‏ : ‎ English
  • Paperback ‏ : ‎ 272 pages
  • ISBN-10 ‏ : ‎ 0132459582
  • ISBN-13 ‏ : ‎ 978-0132459587
  • Item Weight ‏ : ‎ 12.9 ounces
  • Dimensions ‏ : ‎ 6.2 x 0.7 x 9.4 inches
  • Customer Reviews:
    4.0 4.0 out of 5 stars 37 ratings

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Top reviews from the United States

  • Reviewed in the United States on October 1, 2006
    Unilever's 19-page MWB journey described by Kees van der Graaf is a fantastic read. It not only illustrates the stages and steps aligned with the authors' belief of leadership principles, I find it most valuable is Kees van der Graaf sharing with us with his personal lessons learned from the processes such as "trust my gut more than ever before" and "We have great values; they come from the heart". This reminds me of another book titled "Head, Heart & Guts" by Dotlich/Cario & Rhinesmith. Indeed Kess van der Graaf brings these to life.
    2 people found this helpful
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  • Reviewed in the United States on September 10, 2014
    Good book. Like that it's geared toward the CEO or senior leader who would be working with his/her team to define the strategy and MWB, rather than a consultant or HR. Also like the practical advice on how to lead the team through the transformation/strategy design. It's not just about how to define the strategy and MWBs, but also about how to align your team.
  • Reviewed in the United States on April 5, 2013
    If we free our organizations from the yearly paradigm and go through this very down to earth common sense planning and implementation process, there is no limit to our possible entrepreneurial disruptive accomplishments.
    A source of meaning and self fulfillment to all involved.
  • Reviewed in the United States on June 24, 2014
    As a company we are implementing it and it was interesting to see the strategy in the book. Nice reading but don't expect too much...
  • Reviewed in the United States on October 22, 2014
    Great book, not only for People who are administrators, Must win battles is a system to learn to priorized your most important issues in your job
  • Reviewed in the United States on October 29, 2010
    The book is so poorly published (typed in shades of grey and tables barely legible) that it is impossible to read. I was eager to read some groundbreaking content, I work in Shanghai China and have several MWBs to handle. However the message of the author cannot get through because of utterly poor publishing. I now understand why the publisher wouldn't have the readers search inside the book on amazon...
    One person found this helpful
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  • Reviewed in the United States on January 2, 2012
    I needed the book for an urgent project...
    I paid extra 7$ for expedite shipping...
    BUT got it almost 2 weeks later!!!!
  • Reviewed in the United States on April 26, 2006
    Must-Win Battles explains that hoary strategic discipline: The top management meeting where a new direction is sent and then subsequently implemented. If you have never been through a good version of this process, Must-Win Battles will give you helpful templates for what to do . . . and what to be prepared for.

    The steps are broken down into a logical sequence: First you prepare (understand where your organization is now and appreciate how to lead such a process); then you engage with the rest of top management (open up their minds to gain a fuller view, focus on the 3-5 accomplishments that are most important, and gain a one-organization perspective); and finally you spread this out across the organization (sharing what you learned during the top management meeting, describing the new agenda, reporting on progress and celebrating victories).

    This process orientation is relieved by a hypothetical case study that gives the book a slight flair like a fable would provide.

    To me, however, the case study in chapter 8 from Unilever's ice cream unit in Europe was far more helpful.

    The book has three main weaknesses. First, the perspective is primarily that of someone facilitating a process (an outsider like a professor or consultant). Second, the book would have benefited from a lot more case studies and examples. I got pretty tired of the same one. Since it was hypothetical, I couldn't get too engaged in it. Third, the authors don't do much to connect the dots between their process and the excellent work of The Balanced Scorecard Collaborative (and the superb books, Strategy Maps, The Balanced Scorecard, Alignment and The Strategy-Focused Organization).

    But the book has a redeeming quality. The authors do a fine job of making the case for how to focus on just a few issues. In my experience with facilitating dozens of such sessions like they describe in this book, most management teams want to have lists of hundred of things to do. It's hard to get them to focus . . . and you run the risk of annoying people if you push too hard on that point. By distributing this book in advance of such programs, many consultants and facilitators will find their clients being more cooperative.

    Nice work!
    6 people found this helpful
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Top reviews from other countries

  • 4Mativ
    5.0 out of 5 stars The road map for success full design and execution of ...
    Reviewed in the United Kingdom on September 6, 2017
    The road map for success full design and execution of strategy implementation. This book is an evergreen! Published in danish by 4Mativ.
  • Benjamin Rossen
    2.0 out of 5 stars Belabored with repetition and padding.
    Reviewed in the United Kingdom on January 9, 2006
    I pressed on with this book for as long as possible, for it does contain some germs of insight. But about two thirds of the way through, and after reading "kick off" and "sustained momentum" for the 100th time, along with every other rather obvious idea the book contains, I could not make myself go on. I am too busy and have too many pressing matters to make the time for this wordy tract of repetitive padding.
    If you too are a busy manager, get someone to prepare a three page synopsis. They should not need more than that. Better still, read a really good book. Try Roberts "The Modern Firm."