Big Think Strategy: How to Leverage Bold Ideas and Leave Small Thinking Behind

by Bernd H. Schmitt

Schmitt (international business, Columbia Business School) argues that conventional corporate wisdom discourages the kind of bold thinking that is needed to change markets. Through case studies on everything from the iPod to the Trojan War, he provides step-by-step instructions for sourcing innovative ideas, evaluating them, turning them into strategy, and executing them. He also offers guidelines for establishing organizational structures that will sustain long-term "big thinking." Schmitt's irreverent style makes for lively reading, as he draws on his passions--steak, classical music, and good haircuts--to make his points. B&w photos are included for visual appeal. Annotation ©2008 Book News, Inc., Portland, OR (booknews.com)

Genres: Business, Management

177 pages, Hardcover

First published November 5, 2007

Reviews

[Robert · Rating 5 out of 5]

Big Think Strategy: How to Leverage Bold Ideas and Leave Small Thinking Behind
Bernd H. Schmitt
Harvard Business School Press

What we have in this volume is a generally successful examination of how to develop a mindset that can be beneficial to -- but is not limited to -- marketing. Specifically, a mindset he characterizes as “Big Think” as opposed to “Small Think.” According to Schmitt, “Where Small Think deals with the known, the pretested, and the prechewed, Big Think faces challenges creatively, reasoning about them from new angles and generating innovative ideas and actions to solve them. Bug Think does not just occur in the head. It involves action: managing people and teams, and driving organizational change. It is not simply creating something new; it is behaving differently.” Throughout his narrative, Schmitt cites a number of organizations that established and then developed a culture that has avoided or overcome what James O’Toole so aptly characterizes (in his brilliant book, Leading Change) as "the ideology of comfort and the tyranny of custom." These organizations include Whole Foods Market, Apple Computer, IBM, The Metropolitan Opera, Samsung, and Vodaphone.

Schmitt urges his reader to think both “out of the box” and inclusively. “Big Think is a style of thinking and leading…[it] requires vision and leadership. It requires questioning deeply held [but perhaps false] assumptions about a business or an industry, considering the business or industry from a new angle, and then acting on the new insight.” Big Think requires an “open” mindset, one that refuses to be confined by silos, bunkers, barriers, boundaries, etc. It is even open to the extent that it constantly seeks out “big juicy ideas” from sources that Small Think excludes. Competitors, for example.

[Alok Bhide · Rating 4 out of 5]

Beautifully written book, the author brings out a different approach to strategy beyond the classical models. The examples used also help to enliven what is otherwise quite a drab subject and paint a fascinating picture of what the principles/ approaches look like in a real-world example.

[Fero · Rating 2 out of 5]

V korporáte by to boli asi revolučné myšlienky. Ale v ostatných firmách, kde je inovácia v ich DNA sú tie odporúčanai skorej úsmevné.

[Charles · Rating 2 out of 5]

It’s good to read a bad book that did not age well. The author has heart, but felt his insights about companies did not stand te test of time.

[Franco Arda · Rating 4 out of 5]

The author's ambitious goal is, as the title says, Big Think strategy is to leverage bold ideas and leave small thinking behind. There are some good insights in particular why large companies incentive systems are not set up for big and bold straegies. SWOT analysis vs. Big Think; there is more to strategy than just analysis and the difficulty developing Big Think strategies with generic strategy types (like Porter's cost leadership, differentiation & focus).

I strongly believe that the concept of thinking big cannot be stressed enough. Where the weakness of the book starts is in its titel and goal; big think is great, but why bold? Big thinking can or cannot be bold. Big thinking is a strategic tool. To me, boldness is as important as thinking big, but in acting, not thinking. And now the fine nuances show; boldness should never be the strategy behind all of our actions. It is a tactical instrument, used at the right moment.

All in all, a good 'refresher' on thinking big for business while far from a must read book.

[Franco Arda · Rating 4 out of 5]

The author's ambitious goal is, as the title says, Big Think strategy is to leverage bold ideas and leave small thinking behind. There are some good insights in particular why large companies incentive systems are not set up for big and bold straegies. SWOT analysis vs. Big Think; there is more to strategy than just analysis and the difficulty developing Big Think strategies with generic strategy types (like Porter's cost leadership, differentiation & focus).

I strongly believe that the concept of thinking big cannot be stressed enough. Where the weakness of the book starts is in its titel and goal; big think is great, but why bold? Big thinking can or cannot be bold. Big thinking is a strategic tool. To me, boldness is as important as thinking big, but in acting, not thinking. And now the fine nuances show; boldness should never be the strategy behind all of our actions. It is a tactical instrument, used at the right moment.

All in all, a good 'refresher' on thinking big for business while far from a must read book.

[Steven · Rating 1 out of 5]

I laughed the whole way through. You can't compare big corporations with small businesses. To say that Dove redefined it's beauty line with "real beauty" is a complete buffoonery. When you look further up the chain at the parent company Unilever, you see the largest monopoly acquired of ice-cream brands in the world. Manipulating the minds of the public with a completely exaggerated use of photoshop that would never be used in a fast paced production environment. The real beauty and other no retouching campaigns are just a way to prey on young insecure women and make money.

The book doesn't think big at all, and should be thought more as "Big Think," high-concept publicity stunts created by Edward Bernays.

I recommend "The Father of Spin: Edward L. Bernays and the Birth of Public Relations" by Larry Tye instead.

[Torstein Skarra · Rating 3 out of 5]

Elevating your business into big think is just as hard as it effective in driving long term results. I agree with all the theory in this book, and I have practiced (or better; tried practicing it) many places. Good inspiration, great way of setting it all up, but I guess my hopes simply were to high.

[Matthias Orgler · Rating 2 out of 5]

Nothing new here. I must admit, I couldn't read it all the way through. But for someone doing business today, you will find nothing new. If however you run an old style company (tayloristic with strict hierarchies, departments and fear of failure), then this book - like almost any other innovation book today - will open your eyes.

[John · Rating 1 out of 5]

This book doesn't talk about anything really. The author just likes to read his writing I think. This book really could have been one page with one sentance. "You should think big to have the greatest success possible."

Seriously...this book was horrible!

[Omu · Rating 3 out of 5]

I sure do have a lot of work to do. This i just realized.

[Corey Grant · Rating 4 out of 5]

Loved this book. It definately helps people not only think outside the box but to also know why they should be thinking outside of the box.

[Lori Grant · Rating 5 out of 5]

A must-read book on innovation for knowledge workers and entrepreneurs.

[BLACK CAT · Rating 2 out of 5]

Business cases/examples.

[Bassel · Rating 5 out of 5]

it was an amazing book, offering some different angle on how to re-invent the strategy of business.

[J.R. · Rating 3 out of 5]

Meh. It helped me write a paper for my Strategy class.