The New Strategist audiobook cover - Shape Your Organization and Stay Ahead of Change

The New Strategist

Shape Your Organization and Stay Ahead of Change

Günter Müller-Stewens

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Management & LeadershipEntrepreneurship

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The New Strategist
Purpose & Values+
Unified Corporate Strategy+
The Chief Strategy Officer (CSO)+
The Strategy Department+
Strategic Leadership+
Strategic Tools+
Modernizing Strategy+

Quiz — Test Your Understanding

Question 1 of 7
According to the text, what is a primary shift in the underlying philosophy expected of modern companies compared to companies in the 1990s?
  • A. They must prioritize rapid global expansion over local market dominance.
  • B. They must adopt a humanitarian philosophy that serves people and provides meaning, rather than solely maximizing profit.
  • C. They must focus exclusively on technological innovation to outpace competitors.
  • D. They must eliminate middle management to increase financial returns for shareholders.
Question 2 of 7
How does the text distinguish 'corporate strategy' from 'business strategy'?
  • A. Corporate strategy is about internal team building, while business strategy is about external marketing.
  • B. Corporate strategy determines the daily operational tactics, while business strategy handles long-term financial planning.
  • C. Corporate strategy answers the question of 'where to compete,' while business strategy focuses on 'how to compete' within a specific area.
  • D. Corporate strategy is created exclusively by the CEO, while business strategy is developed by middle management.
Question 3 of 7
Researchers have identified four main types of Chief Strategy Officers (CSOs). Which type is described as a generalist who excels at managing strategic initiatives aimed at transforming the company?
  • A. The Advisor
  • B. The Specialist
  • C. The Coach
  • D. The Implementer
Question 4 of 7
In the context of an effective strategy department, what does 'content integration' refer to?
  • A. Enabling cooperation and trust between all different departments and stakeholders.
  • B. Creating a common understanding of strategy by taking a neutral role independent of specific stakeholder interests.
  • C. Identifying future market trends and clearly justifying decisions to the board.
  • D. Merging the company's internal communication platforms into a single unified network.
Question 5 of 7
Why is strategic leadership described as a 'social and political activity' in the text?
  • A. Because strategists must frequently lobby government officials to change industry regulations.
  • B. Because a strategy requires negotiating, inspiring dialogue, and building a community of colleagues committed to a common goal.
  • C. Because the primary role of a leader is to manage public relations and social media campaigns.
  • D. Because leaders are elected by the employees in modern corporate structures.
Question 6 of 7
When are 'strategic initiatives' most effectively used compared to standard formal planning processes?
  • A. When a company wants to maintain its current steady growth rate without taking risks.
  • B. When the strategy department is conducting its routine annual financial review.
  • C. When conditions are uncertain and urgent change or a dynamic response is necessary.
  • D. When a company transitions from a top-down command approach to a decentralized model.
Question 7 of 7
What metaphor is used to describe the modern strategist at the end of the text?
  • A. A ship's captain who charts a fixed course regardless of the weather.
  • B. An architect of the future whose design remains forever unfinished and constantly improved.
  • C. A grandmaster in chess who sacrifices minor pieces to protect the king.
  • D. A traditional carpenter who relies solely on time-tested, antique tools.

The New Strategist — Full Chapter Overview

The New Strategist Summary & Overview

The New Strategist (2020) is a practical guide on how to do strategy for business leaders. It explains what strategy work looks like in the day-to-day life of a company, shows the competencies that strategic leaders need, and lays out the tools that help strategists in their craft. It also explores the ways that strategists need to adapt to a changing world and provides the principles they can use to be successful leaders.

Who Should Listen to The New Strategist?

  • Managers who want to sharpen their strategic skills
  • Anyone who would like to be a strategic leader
  • Everyone curious about how successful businesses are led

About the Author: Günter Müller-Stewens

Günter Müller-Stewens is Professor Emeritus of Management at the Institute of Management and Strategy at the University of St. Gallen, and was previously its Executive Director. He founded the journal M&A Review, and is a member of multiple editorial boards as well as advisory boards of several international companies. He also works as a consultant and trainer for a variety of organizations. His publications include Radical Business Model Transformation and The Management of Luxury.

 

© Günter Müller-Stewens, 2020. This Summary of The New Strategist is published by arrangement with Kogan Page.

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