Strategic Intuition: The Creative Spark in Human Achievement (Columbia Business School Publishing)

Really nice and easy to understand book. A lot of examples and cases. It was a great experience. I recommend it.

I love the way it takes you from history to the present times and gives clear examples of how strategic intuition works.

I've been looking for a book that answers the question "How do I go from my SWOT analysis (a chart that puts on one page strengths, weaknesses, external opportunities and threats) to a plan that really works?" Most of the books I've read recommend that a manager work up their analysis and then use it to write their plan. But I've noticed that going from analysis to an awesome game-winning plan is extremely hard to do, and is something I and my managers do with less success than I would like.This book addresses my very specific but important question by describing what the right person needs to do to set the right conditions to have the right flash of insight, and how our usual planning techniques actually go against this natural process. Duggan makes a clear and non-technical argument and, for what it's worth, seems to match my experience.The few shortcomings of the book, in my mind, are that it is difficult to clearly apply this approach to an organizational setting. His one example using the GE "What Works" matrix is a bit thin and without clear results, making me wonder why he could not find a better example with real results, and why GE ultimately discontinued the method. Secondly, this book does not help someone become more able to have flashes of insight. Setting the right conditions is great, but it is no guarantee of brilliance. Perhaps this would be a question for his next book.Overall, I loved this book because it gave a solid framework for an important and longstanding question I've had, but I only gave 4 stars because of the shortcomings mentioned above.

A pretty quick read and to the point. The ideas resonated with me. Real innovation comes not from planning harder and wanting it more than the next person. It comes from having a deep understanding of the subject both from an historical and contemporary perspective. Then one has to be open and willing to let the mind find connections amongst a variety of existing ideas/tools to create a new path (dharma) or innovation. Where the book was particularly relevant, in my opinion, was the recognition that true innovation only occurs in the proper environment or situation (karma). Dharma and karma fit like hand in glove. Hence the infrequency of real and substantial innovation.

The author just explain what Introverted Intuition cognitive function does, a function discovered by Carl Jung. This mental process is used to predict the future and make insights, more accurately described by Dario Nardi , Briggs Myers and others in Psychology and Neuroscience fields. Difficult to put into practice is you are not a dominant user of this intuition or at least auxiliary, like INTJ, INFJ or ENTJ and ENFJ; personality types found in innovative people and known genius. If you want to know this concept from a business and science perspective, and see examples of how it was applied before, read this book. Other books about how to develop this cognitive function could help you in apply this concept.

I read the review on Aleph blog and bought this based on his neutral review of this book. It seemed interesting enough of a topic to take the risk.I have to disagree with most of the other reviewers, and pan this one. This would be a great magazine article, but lacked enough information to make a book.The author's point is a good one and worth thinking about. A lot of what looks to us from afar as brilliant creative leaps were really just people with strong, expert backgrounds in several subjects drawing on their background in a slightly different situation with just a little bit of a twist.His secondary point is that focusing on direct execution of a goal can sometimes preclude realizing what a better goal would be.But that's really the substance of the book right there. The author brings a few bits of anecdotal evidence from the history of Napoleon, Microsoft, and Google. There's a downright silly chapter where he tried to prove that Buddha was a master of strategic intuition.The two driving ideas are good ones that are worth exploring, but I don't think you get a lot of meat here. Maybe read Blink if you want a much better treatment of this topic.

Most business teaching starts with a process to achieve a goal, whether that be strategic, financial or marketing. However, rarely is the type of thinking required to execute the process at an exceptional level addressed. Duggan's book provides a methodology that he calls strategic intuition to achieve a higher quality of thinking. In some ways it is re-statement of the idea that great thinking almost always is multi-discipline in nature. However, he presents the idea in a practical way that gives it a richness which facilitates understanding and usability.I plan to use the book in my introductory entrepreneurship courses.

The other side of knowing has been little spoken about yet much of the great discoveries of science have come from intuitive thought. This book adds some much needed credibility to the other side of knowing. It helps give us a worldview that is both objective and subjective, physical and mystical. Thanks to Duggan for this important work.

Very disappointed in this kindle book. One chapter has a great number of tables in it which have not reproduced at all in the kindle version.Would really like my money back but suspect that will not happen.Warning to others: do not buy e-book. Buy hard copy instead as it is a fascinating book.

I have a strong interest in leadership and strategy and am currently writing a book on strategy. I now have a much better understanding about what strategic intuition is and how leaders can use it to create better outcomes.

Wonderful read Easy to understand. And the author does a great job.

superb book makes you think in a different way. A book for every teacher and mover or manager that wants to make it.