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Strategic IQ
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Table of Contents

PREFACE INTRODUCTION PART ONE SMART STRATEGY Chapter 1.1 The Need for Smart Strategy Chapter 1.2 Low Strategic Intelligence Chapter 1.3 What is Strategy? Chapter 1.4 Moderate Strategic Intelligence Chapter 1.5 High Strategic Intelligence PART TWO SMART STRUCTURE Chapter 2.1 The Need for Smart Structure Chapter 2.2 Smart Asset Management Chapter 2.3 Formal Architecture ? Navigating the Architecture Labyrinth Chapter 2.4 Informal Architecture ? Leveraging Social Mechanics Chapter 2.5 Towards Smarter Structure PART THREE SMART MINDS Chapter 3.1 The Need for Smart Minds Chapter 3.2 What is a Mind? Chapter 3.3 Hiring Smart Minds Chapter 3.4 Addressing Basic Human Needs Chapter 3.5 Harnessing Insatiable Human Needs BIBLIOGRAPHY INDEX

About the Author

John Wells is Professor of Management Practice at Harvard Business School. He teaches many courses on strategy innovation and change in the MBA and Executive Development programs, including his own courses on Strategic IQ. Dr Wells graduated with a double first in physics from Oxford University, specializing in nuclear and solid state. He received his MBA and DBA from the Harvard Business School, where he was a George F Baker Scholar, graduating first his class, and a Dean's Doctoral Fellow. Dr Wells has combined a career in academia with extensive business experience. He has been a senior executive, a director, a business school president, and a CEO. He has also been an advisor, a coach and a facilitator to senior executives and firms, large and small, in numerous sectors of the economy. He has also advised governments on competitiveness. Dr Wells has written over 50 cases on strategy and innovation and speaks regularly on the subject around the world. His wide-ranging research interests include business model innovation, social strategy, responsible leadership, relevant learning and family capitalism.

Reviews

'I felt inspired...It presents to HR unbelievers what the leaders in the HR field have been professing for some time. This is no bad thing.' (HR, June 2012)

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