Praise for The Essential Advantage

“Here, at last, is a book that helps a CEO sort through the many conflicting demands on him. Strategic opportunities and distracting temptation often look a lot alike. The framework that intrinsically links capabilities to strategy is clear; it makes sense; it’s practical; and, I know from experience; it works.”

—Al Daweesh, Group CEO of Saudi Telecom

“Companies have many strategic options, especially in fast-growing markets and industries. The Essential Advantage is a powerful reminder that capabilities should play the central role in sorting through them. Strategy should start with understanding what your company does really well—and using that knowledge to generate a corporate direction where you can be confident of winning.”

—Ahmad Abdulkarim Julfar, Group Chief
Operating Officer, Etisalat Group

“The Essential Advantage provides a pragmatic, holistic, and useful framework for understanding how to deliver performance. This straightforward read provides credible examples and a culmination of considerable thought and experience. There is no reason for competitive disadvantage, other than failing to deliver coherence.”

—John Hofmeister, former President of
Shell Oil, CEO of Citizens for Affordable Energy, and author of
Why We Hate the Oil Companies

“The Essential Advantage picks up where most business books end. Rather than presenting an abstract treatise on capabilities-based strategy, the authors provide deep insights into what a capability is, the value of coherence among activities, and most importantly how executives can earn the right to win in their markets.”

—Don Sull, Professor of Management Practice in
Strategic and International Management and
Faculty Director of Executive Education at
the London Business School

“The Essential Advantage sizzles. It is instantly useful in determining your organization’s capabilities and how to make the most of them. Leinward and Mainardi use elegant, easy-to-follow models and compelling company stories to show what works and what doesn’t in strategy. Using their exercises and terminology will give your organization a common footing and source of leverage.”

—Karen Otazo, President, Global Leadership
Network, and author of The Truth
About Being a Leader