Never by Chance: Aligning People and Strategy Through Intentional Leadership
John Wiley and Sons, Jan 5, 2010 - Business & Economics - 192 pages
Praise for Never By Chance
"Joe Calloway, Chuck Feltz, and Kris Young have joined forces to write the book that senior management at companies large and small have been waiting for. Highly readable, loaded with innovative ideas and filled with seminal insights from both a consulting and CEO perspective, Never by Chance lays out a plan for aligning people and strategy to dramatically improve market share and ROI. If you're going to read one business book this year, this is it!"
"Never by Chance is a real-world, pragmatic guide to authentic alignment, vision, and strategy. If you want to create enduring value for your customers that drives shareholder value, then read this book. A great read that lays out a foundational approach to aligning people, resources, and strategy."
"Calloway, Feltz, and Young offer a fresh perspective on what it takes to drive business strategy to its successful conclusion. This is a compelling contribution to the literature on the application of strategy and the importance of those things that really matter. It's a must-read for all those who labor in the vineyards of corporate America and those who aspire to it."
"Everyone ends up somewhere, but few end up somewhere on purpose. Doing things on purpose and for a purpose are critical to business success. Never by Chance makes a compelling case for intentional leadership in bringing all of a company's resources to bear on delivering the stakeholder value your organization exists to provide."
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LeadershipUser Review - Kieron Dey - Borders
"Never by Chance" by Calloway, Feltz and Young is a remarkable management text, so clearly written by experienced leaders who have taken the trouble to think their craft through and articulate it with ... Read full review
There is one issue that has been overlooked by all of these texts on business and strategy; not one author has seen fit to address the question of: which is more important to the success of an organisation 'the right people' or 'the right strategy'?. There always seems to be an assumption that the people are either right or not important to the 'success' equation.
I have had some hectic discussions at the executive level of my organisation on this question, with most debates ending with "we think they are both equally as important". However, I maintain that the right strategy with the wrong people is a recipe for mediocrity.
'Never by Chance' is a good a read but leaves me short of the exhilerated mark, to be honest. The ingredients for a 'kick-ass' successful firm is: the right organisational structure, the right people and then the right strategy. In fact, get the first two components right and the third will naturally materialize.
Finally, to further support my argument, most Boards do not set strategies, they listen to management and then agree on the right strategic direction for the organisation. So by inference, the quality of management will determine the quality of the company strategy.