Paul Leinwand is a Partner in Booz & Company's global consumer, media, and retail practice. He serves as chair of the firm's Marketing Advisory Council. Cesare Mainardi is Managing Director of Booz & Company's North American business and is a member of the firm's Executive Committee. In 2005, Consulting magazine named him in its Top 25 Consultants list.

Named by strategy+business magazine as one of the Best Business Books of 2011. "Few companies achieve a capabilities-driven "right to win" in their markets. This book will help your firm be among them." - Consulting Magazine

• Chapter Page 1 The Value of Coherence: Essential advantage and what it means for your business 2 The Elements of Strategy: Achieving a balance between your way to play, capability system and product and service portfolio 3 The Journey to Coherence: What to expect from a capabilities-driven strategy 4 Headroom for Growth: Leveraging capabilities to expand in your chosen markets 5 The Capabilities-Driven Deal-Maker: Why essential advantage matters in mergers, acquisitions and divestitures 6 Changing the Conversation About Costs: Expense ,management through a capabilities lens 7 Building Capability Systems: Assembling the right people and organization to support coherence 8 Living Coherence Every Day: Mobilizing the formal and informal organization for essential advantage 9 How to Develop a Capabilities-Driven Strategy: A four-step process for achieving coherence 10 The Capable Leader Appendix 1 Measuring Coherence: Notes on our research

Paul Leinwand is a Partner in Booz & Company's global consumer, media, and retail practice. He serves as chair of the firm's Marketing Advisory Council. Cesare Mainardi is Managing Director of Booz & Company's North American business and is a member of the firm's Executive Committee. In 2005, Consulting magazine named him in its Top 25 Consultants list.

Named by strategy+business magazine as one of the Best Business Books of 2011. "Few companies achieve a capabilities-driven "right to win" in their markets. This book will help your firm be among them." - Consulting Magazine

• Chapter Page 1 The Value of Coherence: Essential advantage and what it means for your business 2 The Elements of Strategy: Achieving a balance between your way to play, capability system and product and service portfolio 3 The Journey to Coherence: What to expect from a capabilities-driven strategy 4 Headroom for Growth: Leveraging capabilities to expand in your chosen markets 5 The Capabilities-Driven Deal-Maker: Why essential advantage matters in mergers, acquisitions and divestitures 6 Changing the Conversation About Costs: Expense ,management through a capabilities lens 7 Building Capability Systems: Assembling the right people and organization to support coherence 8 Living Coherence Every Day: Mobilizing the formal and informal organization for essential advantage 9 How to Develop a Capabilities-Driven Strategy: A four-step process for achieving coherence 10 The Capable Leader Appendix 1 Measuring Coherence: Notes on our research

Paul Leinwand is a Partner in Booz & Company's global consumer, media, and retail practice. He serves as chair of the firm's Marketing Advisory Council. Cesare Mainardi is Managing Director of Booz & Company's North American business and is a member of the firm's Executive Committee. In 2005, Consulting magazine named him in its Top 25 Consultants list.

Named by strategy+business magazine as one of the Best Business Books of 2011. "Few companies achieve a capabilities-driven "right to win" in their markets. This book will help your firm be among them." - Consulting Magazine

• Chapter Page 1 The Value of Coherence: Essential advantage and what it means for your business 2 The Elements of Strategy: Achieving a balance between your way to play, capability system and product and service portfolio 3 The Journey to Coherence: What to expect from a capabilities-driven strategy 4 Headroom for Growth: Leveraging capabilities to expand in your chosen markets 5 The Capabilities-Driven Deal-Maker: Why essential advantage matters in mergers, acquisitions and divestitures 6 Changing the Conversation About Costs: Expense ,management through a capabilities lens 7 Building Capability Systems: Assembling the right people and organization to support coherence 8 Living Coherence Every Day: Mobilizing the formal and informal organization for essential advantage 9 How to Develop a Capabilities-Driven Strategy: A four-step process for achieving coherence 10 The Capable Leader Appendix 1 Measuring Coherence: Notes on our research