John Wells is Professor of Management Practice at Harvard Business School. He teaches many courses on strategy innovation and change in the MBA and Executive Development programs, including his own courses on Strategic IQ.Dr Wells graduated with a double first in physics from Oxford University, specializing in nuclear and solid state.  He received his MBA and DBA from the Harvard Business School, where he was a George F Baker Scholar, graduating first his class, and a Dean's Doctoral Fellow.Dr Wells has combined a career in academia with extensive business experience. He has been  a senior executive, a director, a business school president, and a CEO. He has also been an advisor, a coach and a facilitator to senior executives and firms, large and small, in numerous sectors of the economy.  He has also advised governments on competitiveness.Dr Wells has written over 50 cases on strategy and innovation and speaks regularly on the subject around the world. His wide-ranging research interests include business model innovation, social strategy, responsible leadership, relevant learning and family capitalism.

‘I felt inspired…It presents to HR unbelievers what the leaders in the HR field have been professing for some time. This is no bad thing.’(HR, June 2012)

• Preface xiIntroduction xvPart One Smart Strategy 1Chapter 1.1 The Need for Smart Strategy 3Chapter 1.2 Low Strategic Intelligence 13Chapter 1.3 What is Strategy? 35Chapter 1.4 Moderate Strategic Intelligence 59Chapter 1.5 High Strategic Intelligence 87Part Two Smart Structure 107Chapter 2.1 The Need for Smart Structure 109Chapter 2.2 Smart Asset Management 119Chapter 2.3 Formal Architecture – Navigating the Architecture Labyrinth 143Chapter 2.4 Informal Architecture – Leveraging Social Mechanics 169Chapter 2.5 Towards Smarter Structure 191Part Three Smart Minds 201Chapter 3.1 The Need for Smart Minds 203Chapter 3.2 What is a Mind? 209Chapter 3.3 Hiring Smart Minds 229Chapter 3.4 Addressing Basic Human Needs 241Chapter 3.5 Harnessing Insatiable Human Needs 255Bibliography 277Index 293

John Wells is Professor of Management Practice at Harvard Business School. He teaches many courses on strategy innovation and change in the MBA and Executive Development programs, including his own courses on Strategic IQ.Dr Wells graduated with a double first in physics from Oxford University, specializing in nuclear and solid state.  He received his MBA and DBA from the Harvard Business School, where he was a George F Baker Scholar, graduating first his class, and a Dean's Doctoral Fellow.Dr Wells has combined a career in academia with extensive business experience. He has been  a senior executive, a director, a business school president, and a CEO. He has also been an advisor, a coach and a facilitator to senior executives and firms, large and small, in numerous sectors of the economy.  He has also advised governments on competitiveness.Dr Wells has written over 50 cases on strategy and innovation and speaks regularly on the subject around the world. His wide-ranging research interests include business model innovation, social strategy, responsible leadership, relevant learning and family capitalism.

‘I felt inspired…It presents to HR unbelievers what the leaders in the HR field have been professing for some time. This is no bad thing.’(HR, June 2012)

• Preface xiIntroduction xvPart One Smart Strategy 1Chapter 1.1 The Need for Smart Strategy 3Chapter 1.2 Low Strategic Intelligence 13Chapter 1.3 What is Strategy? 35Chapter 1.4 Moderate Strategic Intelligence 59Chapter 1.5 High Strategic Intelligence 87Part Two Smart Structure 107Chapter 2.1 The Need for Smart Structure 109Chapter 2.2 Smart Asset Management 119Chapter 2.3 Formal Architecture – Navigating the Architecture Labyrinth 143Chapter 2.4 Informal Architecture – Leveraging Social Mechanics 169Chapter 2.5 Towards Smarter Structure 191Part Three Smart Minds 201Chapter 3.1 The Need for Smart Minds 203Chapter 3.2 What is a Mind? 209Chapter 3.3 Hiring Smart Minds 229Chapter 3.4 Addressing Basic Human Needs 241Chapter 3.5 Harnessing Insatiable Human Needs 255Bibliography 277Index 293

John Wells is Professor of Management Practice at Harvard Business School. He teaches many courses on strategy innovation and change in the MBA and Executive Development programs, including his own courses on Strategic IQ.Dr Wells graduated with a double first in physics from Oxford University, specializing in nuclear and solid state.  He received his MBA and DBA from the Harvard Business School, where he was a George F Baker Scholar, graduating first his class, and a Dean's Doctoral Fellow.Dr Wells has combined a career in academia with extensive business experience. He has been  a senior executive, a director, a business school president, and a CEO. He has also been an advisor, a coach and a facilitator to senior executives and firms, large and small, in numerous sectors of the economy.  He has also advised governments on competitiveness.Dr Wells has written over 50 cases on strategy and innovation and speaks regularly on the subject around the world. His wide-ranging research interests include business model innovation, social strategy, responsible leadership, relevant learning and family capitalism.

‘I felt inspired…It presents to HR unbelievers what the leaders in the HR field have been professing for some time. This is no bad thing.’(HR, June 2012)

• Preface xiIntroduction xvPart One Smart Strategy 1Chapter 1.1 The Need for Smart Strategy 3Chapter 1.2 Low Strategic Intelligence 13Chapter 1.3 What is Strategy? 35Chapter 1.4 Moderate Strategic Intelligence 59Chapter 1.5 High Strategic Intelligence 87Part Two Smart Structure 107Chapter 2.1 The Need for Smart Structure 109Chapter 2.2 Smart Asset Management 119Chapter 2.3 Formal Architecture – Navigating the Architecture Labyrinth 143Chapter 2.4 Informal Architecture – Leveraging Social Mechanics 169Chapter 2.5 Towards Smarter Structure 191Part Three Smart Minds 201Chapter 3.1 The Need for Smart Minds 203Chapter 3.2 What is a Mind? 209Chapter 3.3 Hiring Smart Minds 229Chapter 3.4 Addressing Basic Human Needs 241Chapter 3.5 Harnessing Insatiable Human Needs 255Bibliography 277Index 293