In this book, we have explored the essential paths and tasks inherent to sustaining corporate growth while creating value. In this final chapter, I turn to the individual’s role as a strategic leader and value creator. And let me be clear: what I write is not intended for only the most senior managers of large enterprises.
Arguably, the need for and the payoff from sound strategic thinking and strong strategic leadership may be greater for those leading small, emerging firms than for the CEOs of large corporations. The strategic genius of most great leaders—people like Walt Disney, Steve Jobs, or Sam Walton—did not emerge when they were czars of large corporate empires. Rather, it emerged while they ...
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