What I Didn't Learn in Business School: How Strategy Works in the Real World Review

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What I Didn't Learn in Business School: How Strategy Works in the Real World ReviewContemporary conception about strategic management practitioners - consultants or corporate citizens - is rather unreal and hyped. It is based on the notions of `cracking cases' and forcing favorite frameworks popularized in bestsellers as well as business schools. Acquiring these, one could get excited about `doing strategy' as learnt through literature, lectures, and make-believe group exercises. This happens with many aspiring strategy professionals, including also consultants, especially fresh entrants. Their predicament is reflected in "What I Didn't Learn in Business School," which is a novel approach to enlightening the reader about the realities of strategy development and implementation.
The book takes the reader through Justin's journey of his first strategy consulting experience which becomes full of surprises, counterintuitive contexts, and personal pains. As he takes on a `sprinter study,' Justin realizes that many of his frameworks would not apply, or were misfits, or lacked bigger (strategic) sense, or were remote to realities of the client. He also learns directly the nature of tensions within an organization despite the apparent need to align, the nature of `data' that is (or is not made) available outright, and the collaborative role of a strategy team. Business behaviorism, divisional disparities, data dependence, `revenue power,' team tensions, etc. all are real and play crucial role in the strategic study. Simultaneously, what seems to be working well for the more experienced team members of his consulting firm - is also an enigma to Justin, all the way through the end as he learns and unlearns. Full of edutainment!
The content is full of reality, not idealism. The style is engaging. It is a fast, absorbing read; an experienced strategist can chuckle through it over a weekend and a strategy student/practitioner can appreciate it fully in a week. The strategy basics are rooted is academic rigor (Jay Barney is a doyen of strategy and Trish Clifford an accomplished consultant). Though not a strategy text, it ensures and enlightens about the underlying theory's practice. The assumptions and cautions are introduced at the right times. This is a more realistic coming to life of strategy in a corporation than many a book and lecture profess but do not deliver so well. Not since Bob Blake and Jane Mouton wrote "The Diary of an OD Man" has a consultant's development been narrated so absorbingly. This is not a critique on business schools like for example, Mark McCormack's "What They Still Don't Teach you at HBS," or Anita Simonton's "Confessions of a Management Consultant Turned CEO." Rather, "What I Didn't Learn in Business School" is an experiential evolution expressed in the strategist's own words as he rapidly matures into a role (and career) that he will own for the rest of his life.
The book has an excellent chapter-wise Reading List which is actually a good backdrop for a short strategy course with the various `core topics.' An essential reading for all strategy practitioners - present and future - and aspiring consultants , this could also serve as a pre-reading (and post-revision) for fresh MBA students, especially before they take their required strategy capstone courses.
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