Steve Preda
Description
The book takes the concept of a business operating systems to the advanced level. It picks up where Traction (about the Entrepreneurial Operating Syst
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em, EOS) and Scaling Up leaves off, and shows you how to intentionally build a coherent strategy. The author builds a six-step model to creating your strategy and illustrates it with scores of stories of how well-known and little-known businesses have executed these approaches. Step 1 is about positioning. Preda shows you how to define your Core Business and how to view your company through the lens of Michael Porter's Five Forces. Then, we position your business on the Positioning Matrix, choosing one from the Economy, Variety, Focus or Luxury quadrants. Step 2 is about zooming out and finding the biggest blocker of your progress, your Crux. What part of which of your most critical challenges could be solved open the dam of your growth. How can you respond and what are the coherent actions that will help you solve your Crux. Step 3 is all about identifying your constraints as these carry your seeds of greatness. A great strategy is about turning lemons into lemonade. What brand promises can emerge from your challenges and what are the Unique Activities that will manifest them? In Step 4, the author shows you how you can design further Unique Activities by determining your Target Market and ideating an ideal Profit per X metric and Flywheel, based on studying scores of companies to understand what drives the most potent ones. Step 5 is about ensuring your Unique Activities fit your business and how you can forge them into a sustainable Strategy Stack. The author explores how you can expand into adjacent geographies, channels, markets, products and industries and how you could tap into network effects for faster growth. Finally, Step 6 outlines how you can build a perpetual growth machine by creating a culture of innovation and acquisitions. In the final chapter the author examines the nuclear option: reinventing your business when disruption, commoditization or other competitive threats were to force you to make a dramatic shift.
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