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The Lords of Strategy
The Secret Intellectual History of the New Corporate World
by Walter Kiechel III
By URSULA MANKIN | December 14, 2012





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"The prime movers in this history-Bruce Henderson of the Boston Consulting Group, Bill Bain of Bain & Co., Fred Gluck of McKinsey and Michael Porter of Harvard Business School-were all mavericks, disruptive intellectual entrepreneurs quite willing to turn their worlds upside down. See how they did it, and what they had to overcome."
THE LORDS OF STRATEGY
The Secret Intellectual History of the New Corporate World
By Walter Kiechel III
Harvard Business Press
Publication date: March 3, 2010
320 pages; ISBN: 1-59139-782-0
What is truly facinating about this book, is not simply the unbiased account of the rise of business philosphy, it's more about how it has not only changed how business is conducted around the world like setting the seeds for globalization, how it has helped form the monopolistic control of the business itself.
Excerpts:
If we had to pin point a top five list of why the world is what it is economically and politically today, we would have to include the emergence of the Business Strategy Revolution and with it the birth of business consulting firms, the bread and butter think tanks of the Fortune 500.
"I've read many books about strategy in the past several years, and I find most run out of gas after fifty pages. The Lords of Strategy held my interest from cover to cover. Walter Kiechel tells the important story of the rise of strategy and the big consultancies in the changing world of business we compete in."
Read what Mike Eskew, the former Chairman and CEO of UPS has to say about The Lords of Strategy

"Strategy has become the linchpin for how we think about doing business and the central conceit around which a new strain of intellectual has shaped the modern corporate world. So much so that it is difficult to recall a time when this was not so. To find that time, we need go back only about fifty years."
"You will almost never see the following question raised explicitly, but it rumbles beneath most debates between strategy and its critics: What is the best way to define the consciousness of a company? To capture it as a purposeful entity? Corporations aren't conscious beings, of course, but are legal constructs that are also agglomerations of individuals, each with his or her own mind, bound together by agreement, law, and custom. But if it were in your interest, perhaps because you were running one, to get your mind around the company as something akin to a person, self-aware, with aspirations and fears, capable of conceiving action and taking it, what would be the most useful framework, model, or construct to adopt?"


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