Return on Strategy

Why do many companies fail despite following management and strategy recipes?

Did Google, Skype, Ryanair, Huawei and other successful companies buy into a well thought out strategy and adhere to it over time? How do companies deliberately opt out of the recipe game and choose out-of-the-box thinking? In short, why do some companies achieve a higher Return on Strategy than others?

Return on Strategy versus Return on Investment

While Return on Investment (RoI) has gained increased attention over the last few decades, little focus has been given to whether companies actually achieve Return on Strategy (RoS) and how they do so.

Overview of strategy literature and the role of the X-factor

This book provides an overview of contemporary strategy literature and recipes, highlighting why recipes often do not work as intended. One reason is that recipes do not account for the so-called X-factor.

The X-factor and company analysis

Using the X-factor as a starting point, the book examines a sample of 50 global companies, some of which have achieved remarkable high Return on Strategy, while others have failed. These companies span most continents, including North America, Europe, and emerging Asian regions, challenging companies from the Western hemisphere.

Success, failure, and practical tools

The book explains the reasons behind success and failure and offers practical tools to help companies increase their Return on Strategy. The toolbox includes a framework for improving RoS, dynamic positioning tools, road maps, and bearing points. Increasingly, companies—along with consultants, business leaders, and MBAs—are working diligently to enhance their Return on Strategy, and the best among them are poised to succeed. Are you?