What I didn't learn in business school : how strategy works in the real world /

This interesting, important, unique, and realistic business novel is written by two highly qualified experts. Barney (Ohio State Univ.) and Clifford (business consultant) tell a story about a recent MBA graduate's first consulting assignment with a large global client. He is able to help this company make an important, challenging strategic decision and bring about change by integrating sophisticated, state-of-the-art analytical tools learned in business school with the realistic, complex, political, dynamic organizational culture of the company. In addition to learning how to use theoretical tools taught in business school--such as financial analysis, present value analysis, opportunity analysis, and sensitivity analysis--in a practical, realistic manner, the consultant also comes to realize the importance of understanding management concepts such as planning, prioritizing, teamwork, and bringing about change. The consultant gains an understanding of the importance of teamwork within both the consulting team and the company. The various technical models used are clearly explained. This work effectively highlights the importance of politics, the power of different top managers, and the culture of the company in making decisions. End-of-chapter questions serve to provoke thinking on how to apply the concepts presented to any organization. Summing Up: Highly recommended. General readers; students, upper-division undergraduate and up; faculty and practitioners. D. W. Huffmire emeritus, University of Connecticut