https://s3-us-west-2.amazonaws.com/secure.notion-static.com/af311ca7-2841-49f4-ac45-02db4ca9d2be/cover-2.jpg

7 Powers: The Foundations of Business Strategy Hamilton Helmer

What are the secrets to making a company enduringly valuable?

7 Powers breaks fresh ground by constructing a comprehensive strategy toolset that is easy for you to learn, communicate and quickly apply.

Drawing on his decades of experience as a business strategy advisor, active equity investor and Stanford University teacher, Hamilton Helmer develops from first principles a practical theory of Strategy rooted in the notion of Power, those conditions which create the potential for persistent differential returns.

Using rich real-world examples, Helmer rigorously characterizes exactly what your business must achieve to create Power. And create Power it must, for without it your business is at risk. He explains why invention always comes first and then develops the Power Progression to enable you to target when your Power must be established: in the Origination, Take-Off or Stability phases of your business.

Every business faces a do-or-die strategy moment: a crux directional choice made amidst swirling uncertainty. To get this right you need at your fingertips a real-time strategy compass to discern your true north. 7 Powers is that compass.

„Hamilton Helmer is the best kind of big thinker - he offers great insights that you can turn into real world action. At Spotify the 7 Powers are widely used as we discuss new initiatives. His distillation of the key types of strategic power, how to find them, how to leverage them, and how to maintain them is a fantastic toolset for companies at every stage.” — Daniel Ek, CEO and Founder of Spotify


https://s3-us-west-2.amazonaws.com/secure.notion-static.com/629cc642-ac42-4297-9382-8d8ac31ee654/2034605807.jpeg

Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers Geoffrey A. Moore

The bible for bringing cutting-edge products to larger markets, now revised and updated with new insights into the realities of high-tech marketing.

Crossing the Chasm shows that in the Technology Adoption Life Cycle—which begins with innovators and moves to early adopters, early majority, late majority, and laggards—there is a vast chasm between the early adopters and the early majority. While early adopters are willing to sacrifice for the advantage of being first, the early majority waits until they know that the technology actually offers improvements in productivity. The challenge for innovators and marketers is to narrow this chasm and ultimately accelerate adoption across every segment.

This third edition brings Moore's classic work up to date with dozens of new examples of successes and failures, new strategies for marketing in the digital world, and Moore's most current insights and findings. He also includes two new appendices, the first connecting the ideas in Crossing the Chasm to work subsequently published in his Inside the Tornado, and the second presenting his recent groundbreaking work for technology adoption models for high-tech consumer markets.


https://s3-us-west-2.amazonaws.com/secure.notion-static.com/42d45bc1-4f01-49dc-a1b1-faeda6c76940/1444134937.jpeg

Good Strategy Bad Strategy: The Difference and Why It Matters Richard Rumelt

Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.”

In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning*,* and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis.

„Clearly written, thoughtful...This book is painful therapy but a necessary read nonetheless.” — Washington Times


https://s3-us-west-2.amazonaws.com/secure.notion-static.com/97195107-5680-47c6-93d6-597bd0abb087/953728185.jpeg

The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It Michael E. Gerber

An instant classic, this revised and updated edition of the phenomenal bestseller dispels the myths about starting your own business. Small business consultant and author Michael E. Gerber, with sharp insight gained from years of experience, points out how common assumptions, expectations, and even technical expertise can get in the way of running a successful business.

Gerber walks you through the steps in the life of a business—from entrepreneurial infancy through adolescent growing pains to the mature entrepreneurial perspective: the guiding light of all businesses that succeed—and shows how to apply the lessons of franchising to any business, whether or not it is a franchise. Most importantly, Gerber draws the vital, often overlooked distinction between working on your business and working in your business.

The E-Myth Revisited will help you grow your business in a productive, assured way.