93 posts tagged with "Consulting"

Great firms often fail not because they stop innovating, but because they innovate in the wrong direction for the next wave of customers. Clayton Christensen’s collection—The Innovator’s Dilemma, The Innovator’s Solution, and The Innovator’s DNA—gives a shared language for that failure mode and a playbook for building growth the right way.

Unclear writing is usually unclear thinking. Barbara Minto’s The Minto Pyramid Principle gives the standard structure used across consulting: lead with the answer, group ideas MECE, order them logically, and pull the reader down a question-and-answer pyramid. Master it once; every memo, proposal and board pack gets sharper.

Classical deal-making often worships rational split-the-difference compromise. Chris Voss’s Never Split the Difference argues that high-stakes negotiation is emotional first—and that the side that makes the counterpart feel understood gains information, leverage and durable agreements. Hostage-negotiation tools become a business field manual: mirrors, labels, calibrated questions, accusation audits, Ackerman bargaining, and relentless Black Swan hunting.

If customers cannot place your product in a mental category, they will invent the wrong one—or ignore you. April Dunford’s Obviously Awesome treats positioning as a deliberate process: start from real alternatives, isolate unique strengths, translate them into value, pick the market context that makes that value obvious, then align messaging and sales.

In small sales, clever closes and feature pitches can work. In major sales—large value, multiple stakeholders, long cycles—Rackham’s Huthwaite research showed that traditional closing pressure often reduces success. SPIN Selling replaces folklore with behaviours correlated with winning: diagnose problems, expand implications, and let buyers articulate payoffs. The book is not a script; it is an evidence-backed operating system for complex B2B and consulting pursuits.

Data does not speak for itself. Storytelling with Data: Before & After shows—through practical makeovers—how the same numbers become noise or a decision tool depending on audience, tension, visual form and focus. For consultants and AI teams, this is the difference between a dashboard graveyard and a board action.

Local efficiency can bankrupt a plant—and a project. Eliyahu Goldratt and Jeff Cox’s The Goal teaches Theory of Constraints through a novel: the goal of a business is to make money now and in the future, and the system is governed by constraints. Optimise the bottleneck; stop celebrating busy non-bottlenecks.

Most strategy decks describe what a company will do. Almost none explain why rivals will fail to copy it profitably. Hamilton Helmer’s 7 Powers framework answers that harder question: durable value creation requires Power—a configuration where you earn superior returns and competitors cannot arbitrage those returns away. Strategy, in this lexicon, is not a mission statement. It is the disciplined hunt for Benefit × Barrier.

The CEO job looks like a longer version of every prior leadership role. It is not. The altitude changes: you set direction for an entire enterprise, align thousands of people you will never meet, mobilise a team that must outgrow individual egos, help a board help you, connect stakeholders who do not share your incentives, and still protect the few hours only you can spend well. Extraordinary CEOs do not win by working harder at middle-management tasks. They win by adopting six mindsets—and practising them until the organisation feels the difference.

A meeting that feels efficient in Amsterdam can feel rude in Tokyo. Feedback that feels honest in New York can feel destructive in Jakarta. A decision process that feels inclusive in Stockholm can feel endless in New York—and a decision that feels decisive in Shanghai can feel illegitimate in Amsterdam. Global business does not fail because people lack intelligence. It fails because leaders assume their cultural operating system is universal. Erin Meyer’s Culture Map gives you eight dials—and a way to stop blaming personalities for what is often culture.