STRATEGY BITES BACKby Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel

September 2005

The Sharper, Racier Side of Strategy

Sick of the seriousness with which strategy gets treat-ed by most practitioners of the art, the experts who co-authored Strategy Bites Back demonstrate the importanceof differentiation by differentiating themselves with anunconventional collection of strategic insights.Like no other book on the subject, the authorshave collected many nuts-and-bolts strategylessons as well as cheeky quips and quotes fromthose whose ideas can give executives much tocontemplate when determining their own strate-gies for organizational success. The combina-tion creates a collection of short essays thatturns the history of dull strategy books on itshead while offering a vast array of inspirationalstrategies, options and advice in one volume.

In the straightforward parts of StrategyBites Back, management expert HenryMintzberg and others describe the valuablepoints that must be remembered for a strategy to suc-ceed. For example, in Michael Porter’s essay, “The CEOas Strategist,” he writes, “To be successful, an organiza-tion must have a very strong leader who’s willing tomake choices and define the trade-offs.”

The authors of Strategy Bites Back have gathered ideasfrom a plethora of sources, including The Economist,Financial Times, Fast Company, Harvard Business Reviewand other leading-edge publications, as well as the worksof business experts such as Peter Drucker and GaryHamel. Beyond these usual sources, the authors also tapstrategists from history, including chess grandmaster G.M.Alexander Kotov and convoluted orator Mao Tse Tung.Even Hans Christian Andersen gets tapped for his exper-tise on a world where common sense and ego collide.

Smart ToiletsThe more whimsical parts of Strategy Bites Back include

a poem about the powers of spin and perceptions in thechain of command called “The Creation,” and a short essayby James Brooke called “Positioning the Derrière: ToiletNirvana” that describes the novel ideas used to differentiatethe strategies among Japanese toilet manufacturers. In it,Brooke describes smart toilets that can not only greet users

by flipping their lids, but can also automatically measurethe user’s urine sugar levels by making a collection with alittle spoon held by a retractable, mechanical arm.

Bites and BytesStrategy Bites Back is composed of tidbits of wisdom that

the authors call either bites or bytes. The “bytes” are theinteresting excerpts on strategy that they have gleaned from

the spectrum of strategic wisdom to enlightenreaders about the depth and possibilities of strate-gy. These eye-opening thoughts present unusualstories, poems and quotations that get the mindworking on the level of the great strategists whoonce appeared a little nutty at first glance.

The “bites” are the chunks of critical ideasthat provide cutting insight into the entrenchedbeliefs that once passed for useful knowledgethat have now outlived their usefulness.

The balance Strategy Bites Back providesbetween the bites and bytes, as well as the the-oretical and the practical, demonstrates the

sometimes contradictory aspects of the complete strate-gic picture that must be addressed to create effectivestrategy. For example, in the chapter “FiguringStrategy,” Henry Mintzberg describes the figuring viewof strategy with the extended metaphor of a productlaunched into the market, complete with launchingdevice, projectiles, targets, rivals and fit. This conceptu-al view of strategy is nicely balanced by the chapter, “AVision of Strategy,” in which Patricia Pitcher recognizesthe CEO as an artist and entrepreneur.

Pearson/Prentice Hall © 2005, 285 pages, $29.95 (ISBN 0-13-185777-0).Buy this book for 20% to 46% off at www.summary.com/books.

It is obvious from the jovial spirit sur-rounding the strategic advice found inStrategy Bites Back that the authors havefound a more creative way to stretch the per-ceptions of readers to help them think aboutstrategy in a new and emotional way. By pre-senting strategy as a multifaceted phenome-non that can be executed successfully inmany, many ways, the authors offer a wel-

come and realistic perspective of strategy that can helpanyone get a better grip on its wild and tricky nature.

WhyWeLikeThisBook

Reviews by Chris Lauer

THE NEW CIO LEADERby Marianne Broadbent and Ellen S. Kitzis

Setting the Agenda andDelivering Results

According to corporate advisers Marianne Broadbentand Ellen Kitzis, chief information officers (CIOs) todayare at a crossroads in the business environment. In onedirection lies a lingering dissatisfaction with informationtechnology (IT) that is left over from the bust of theInternet bubble, the belief that IT is irrelevant to com-petitive advantage, and concern over IT jobs being out-sourced to faraway countries. In the other direction liesthe view of IT as a source of business innovation; a foun-dation for products and services; and a way forcompanies to comply with the timeliness, com-pleteness and accuracy of corporate informa-tion that are required by the current regulatoryenvironment. In The New CIO Leader, theauthors describe how CIOs can most effective-ly follow this second path, win credibility andearn a higher role in their organizations.

According to the authors, the role of the newCIO leader requires changes to the traditionalCIO skills, approach and priorities. Althoughthese changes might not appear to be revolu-tionary, they point out that CIOs who do notmake them will have difficulty in their execu-tive experience.

To determine how CIOs can consistently deliverresults that matter to the executive team, the authorshave performed years of research and surveys that havetaught them much about the changing demands on CIOs.In The New CIO Leader, they explain the results of theirstudies and describe how CIOs can face the challenge ofbecoming an irreplaceable part of a company’s successand what new skills, priorities and actions they need totake to reach the next level.

Three Categories of EnterprisesThe authors write that all enterprises tend to fall into

one of three categories at any given time. They call thethree categories of enterprises fighting for survival,maintaining competitiveness, and breaking away.

In the first category, companies struggle to find waysto cut costs while going through layoffs and scaling backcapital investments and long-term projects, including ITdevelopment. Maintaining-competitiveness companiestend to mirror the economy: In tough times they are cau-tious about new business projects; in better times, newprojects gradually increase. Breaking-away enterprisestend to aggressively increase their business investments— and IT budgets — each year, and seek IT-enabledbusiness innovation to gain competitive advantage. Theauthors write, “Enterprises that are fighting for survivalneed CIO leadership every bit as much as enterprisesthat are breaking away.”

Ten Critical Points of FocusThroughout The New CIO Leader, the authors present

10 critical points of focus that differentiate the new,more effective CIO leaders from their struggling coun-terparts. They explain that the first and second points intheir list provide the firm foundation that is required forthe rest to be effective. These are:

1. New CIO leaders must lead, not just manage.Leadership and management are not the same; they arecomplementary. To lead, a CIO needs a personal visionand a point of view about how information and IT canmake his or her enterprise more effective.

2. New CIO leaders must know their enter-prise inside and out, as thoroughly as, if notbetter than, their executive colleagues do. ACIO needs to know his or her industry and com-petitive environment and be able to engage keydecision makers and stakeholders on their terms.

Based on these points, the rest of the princi-ples described in detail throughout The NewCIO Leader develop the role of the CIO in anyorganization by laying down the clear actionsa CIO must take while becoming more proac-tive. These critical points of focus are:

3. Create a vision for how IT will buildyour organization’s success.

4. Shape and inform expectations for an IT-enabled enterprise.

5. Create clear and appropriate IT governance.6. Weave business and IT strategy together.7. Build a new information services (IS) organiza-

tion — one that is leaner and more focused than itsmore traditional predecessor.

8. Develop and nurture a high-performing team inyour IS organization.

9. Manage the new enterprise and IT risks.10. Communicate IS performance in business-rel-

evant language.The authors write that, although these 10 points of focus

are not the only issues with which a CIO must cope, they arethe most critical issues facing CIOs today. New CIOs mustbe ready to build credibility by working on each of them.

Harvard Business School Press © 2005, 340 pages, $35.00(ISBN 1-59139-577-1).

Buy this book for 20% to 46% off at www.summary.com/books.

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While providing the theoretical basisand practical application sides of the CIOequation, The New CIO Leader remainsreadable because it captures real-world ITstories and turns them into a path for CIOsto follow. By remaining down-to-earth intheir presentation of facts and concepts, theauthors offer winning guidance to all CIOs.

WhyWeLikeThisBook

Taking Action When YourValues Are Put to the Test

At the intersection of action based on core values,awareness of the risks, and a willingness to endure nec-essary hardship is the difficult yet vital concept of moralcourage. According to Rushworth Kidder, the founder ofthe Institute for Global Ethics, moral courage is a practi-cal necessity for modern life. Kidder writes that moralcourage is the bridge between talking ethics and doingethics, and can be defined as the readiness to endure dan-ger for the sake of principle. In Moral Courage, Kidderprovides the tools and stories that can help any-one make clear, confident decisions when facedwith complicated moral challenges at work, athome and in the community.

While people may have terrific values anddevelop great skill at moral reasoning and eth-ical decision making, such mental activitymeans very little if their decisions go unimple-mented. Moral Courage examines the waysthat many people have found to complete thethird step in the process: to have the moralcourage to put those decisions into action andlive a moral and ethical life.

Standing Up for ValuesIn the first chapter of Moral Courage, Kidder

explains that standing up for values is the defining fea-ture of moral courage. Citing many examples fromrecent memory, including the U.S. soldiers who abusedIraqi prisoners at Abu Ghraib prison, the CEO of Italianfood giant Parmalat who kept quiet as financial malfea-sance proliferated, and Olympic athletes who suc-cumbed to steroids, Kidder points out that in momentsof moral consequence, these people failed to act withintegrity because they lacked the moral courage “thatlifts values from the theoretical to the practical and car-ries us beyond ethical reasoning into principled action.”Without moral courage, even the best virtues grow weakfrom inactivity. With moral courage, Kidder writes, amore ethical world is slowly constructed.

Why should moral courage matter so much? One rea-son that Kidder describes is because we see a lack of itin many corporate settings and legal proceedings; in pol-itics, sports and entertainment; as well as in personal andsocial relationships. But the deeper reason is that ifmoral courage is indeed one of the core virtues ofhumanity, we need to find ways to express, support andteach it.

Kidder writes that there are seven checkpoints alongthe path to promoting moral courage in ourselves and forothers. These are:

1. Assess the situation. Do I think it calls for

courage?2. Scan for values. Can I spot values and build on

them?3. Stand for conscience. What principles need to be

articulated and defended in this situation?4. Contemplate the dangers. Do I have a clear pic-

ture of the risks I’m facing?5. Endure the hardship. If I take this stand, will the

hardship make me give up, or will I be able to persist?6. Avoid the pitfalls. Can I stand firm against timidi-

ty and foolhardiness — the inhibitors of moral courage?7. Develop moral courage. How can moral courage

be nurtured, taught, practiced and attained?Each chapter in Moral Courage addresses

one of these checkpoints, and provides a“Moral Courage Checklist” at its conclusion tohelp readers examine the elements of each stepto developing the courage it takes to stand upfor their values.

Courageous LeadersIn a chapter called “Practicing Moral

Courage in the Public Square,” Kidder pointsout that moral courage typically unfolds in ourprivate, interior life rather than “across theconsolidated consciousness of a community.”But if we look beneath the daily headlines, we

can see the presence or absence of moral courage in pub-lic settings. Citing examples from real life, Kiddershows what that courage — and its absence — lookslike from many angles. He points to Juan GuillermoOcampo as an example of a man who has worked foryears to turn thousands of Columbian teenagers fromguns to violins with classical music programs that teachthem to become role models instead of killers.

He also describes how Senate majority leader TrentLott found himself on the wrong side of moral couragewhen his apology for off-the-cuff remarks that wereapparently pro-segregationist made matters worse.Kidder writes that Lott left his leadership post in dis-grace shortly afterward, “reminding us that a failure ofmoral courage can be a career-ending move.”

Moral Courage presents so many exam-ples of those who have made tough moralchoices in a wide range of situations that itoffers more than a simple primer on whatliving by ones values looks like. By describ-ing the challenges that have been overcomeby those who choose to live and lead bytheir own values rather than taking the easi-est path, Kidder unfolds a detailed road map

to changing the world, one moral step at a time.

WhyWeLikeThisBook

MORAL COURAGEby Rushworth M. Kidder

William Morrow © 2005, 308 pages, $24.95 (ISBN 0-06-059154-4).Buy this book for 20% to 46% off at www.summary.com/books.

3

MAKE IT WORKby Joe Frodsham and Bill Gargiulo

Navigate Your CareerWithout Leaving YourOrganization

In their search for greener pastures, many employ-ees leave their organizations with dreams of over-coming all of the difficulties they face in jobs that failto offer them the opportunities they need to reachtheir fullest potential. In Make It Work, leadershipexpert Joe Frodsham and human resources expert BillGargiulo show disgruntled employees how the sameproblems they face where they are today are probablywaiting for them in the next venue theychoose. They also describe numerous waysemployees can improve their jobs, livesand careers by staying where they are andengaging more effectively with their orga-nizations.

The authors write: “The career-relatedpatterns and issues in which you constant-ly find yourself are not a result of the prob-lems in your company. They are largely aresult of the way you think and act.” Theyexplain that career success comes fromadopting the beliefs and behaviors thatdrive career success in your organization, and if youkeep doing what you are doing, “you will keep get-ting what you’ve got.” Make It Work presents clearways employees can find passion and success whilecontinuing to work for their current employer.

Your Heart + Your Organization =Your Success

The authors explain that the answer to your careerproblems is inside of you and what you love becausethe people who find sustained fulfillment in theircareers are those who have chosen to do what theylove. Making a deep, heartfelt commitment generatesopportunities through both predictable and unpre-dictable ways. Bringing what you love into yourwork and life might be difficult and rare, but it can betransformative. The authors write that the ability ofany employee to achieve an elevated title or a highersalary increases exponentially when he or she dedi-cates him- or herself to doing what he or she loves.

Make It Work begins with a self-assessment toolthat is designed to help readers assess their currentlevel of career success. By completing it, individualscreate a basis from which they can begin to buildtheir careers.

Next, the authors debunk 16 prevailing mythsabout careers by stating an assumption that manypeople make about their careers and explaining the

truth behind the myth.For example, “Myth #1” is “You must manage

your image — be your own brand.” The authorsexplain that focusing your energies on style insteadof substance can become a prison of your own mak-ing, and worrying about what others are thinkingabout you can actually create great anxiety. Instead ofmanaging your image, they write, you should be clearon who you are and what you love, and find opportu-nities to pursue this within your organization.

Understanding the truths behind the myths can beliberating, the authors explain, and can free employ-ees from the false beliefs that bottle them up, allow-

ing them to take control of their owncareers: an important first step in buildinga career of purpose and passion.

Build a FoundationThe authors then describe four steps for

starting on the inside that can help employ-ees build a foundation for their careers:Identify your passions, discover your core,find your career fit, and declare yourcareer. To describe the importance of mak-ing a deep choice that is based on yourpassions, the authors point to Michael

Dell, whose passionate core of computers, efficiencyand cutting-edge growth has helped him create amulti-billion dollar company that has revolutionizedthe way goods are sold and distributed.

The second part of Make It Work offers the follow-ing six practices for working more effectively in anorganization: Shape your perfect role, make key deci-sion makers your champion, develop your capabili-ties, follow your company’s real rules for success,surface opportunities through your connections, andstay connected with your passionate core.

The authors remind readers that real career wealthstarts on the inside, and these six navigating practices aremost powerful when they are aligned with your passion-ate core because that helps them support what you love.

Davies-Black © 2005, 176 pages, $18.95 (ISBN 0-89106-208-4).Buy this book for 20% to 46% off at www.summary.com/books.

Make It Work offers an exciting newperspective on the problems of the work-place. Instead of showing employees howto find solutions elsewhere, the authorsprovide them with many straightforwardtools to help them look inward to find thepassions inside them that are at the root oftheir satisfaction problems, help themchoose a direction, and show them how to

build skills from that valuable personal foundation.

WhyWeLikeThisBook

4

ACCORDING TO KOTLERby Philip Kotler

The Marketing AuthorityAnswers Your Questions

Marketing guru Philip Kotler has been asked justabout every question on marketing that has evercrossed the lips of an inquisitive marketer. InAccording to Kotler, he answers the most common ofthose questions in a question-and-answer format thatmakes it easy for those with marketing inquiries tofind the solutions they need to face just about everymarketing dilemma. By organizing the questions heanswers around a variety of subjects,including strategy, planning, organization,control, brands, areas of application andexcellence, Kotler makes it easy for readersto quickly access his expert advice.

Starting with the broad strokes, Kotlerbegins According to Kotler with questionsand answers about markets and marketing.This section includes the question, “Whatis marketing?” to which Kotler replies,“Marketing is the science and art of explor-ing, creating and delivering value to satisfythe needs of a target market at a profit.” Headds that the fact that marketing is oftenperformed by a department within an organization isboth good and bad: good because it brings togethertrained people who focus on the task; bad becausemarketing activities should be manifest in all theactivities of the organization.

The next section of According to Kotler tacklesmarketing strategy and its main ideas, which includesegmentation, targeting, positioning, differentiationand innovation. While explaining what marketers cando to address a lack of creativity, he writes that thereare three ways companies can become more creative:

1. Hire more people with a creative bent, whoseminds are more free-wheeling, more curious andmore questioning.

2. Employ creativity tools and processes in thecourse of solving company problems, such asbrainstorming, synectics, modification analysis,forced relations and morphological analysis.

3. Occasionally hire the services of a creativeagency that offers to help generate big new ideas.

Marketing ToolsNext, Kotler digs into the main tools of marketing,

which are product, price, place and promotion. Whileexploring these “4 Ps,” Kotler answers the question,“How do you build a brand?” with one of the shortestof the short answers he provides throughout the book.Essentially, he writes that this question is bestanswered by reading a book by any number of othermarketing experts, including David Aaker, Jean Noel

Kapferer and Scott M. Davis.When answering the question, “Do you think that

global brands can be developed in smaller coun-tries?” Kotler points out that country size is not thatimportant. Sweden, a country with only 5 millionpeople, is the home to Volvo, Saab, Electrolux,Ericsson and Sandvik. Switzerland, a country withonly 9 million people, has Nestlé, Swatch, Rolex,ABB, Hoffman LaRoche, Bauer and many otherhighly visible brand names. On the other hand, manylarge countries, such as Russia, India, China andBrazil have very few global brands that have reached

mainstream America.

Planning and ControlQuestions about marketing planning,

organization and control come next, fol-lowed by those about marketing applica-tion. Issues covered in this section includeconsumer packaged goods, retail market-ing, small business marketing, direct mar-keting, Internet marketing and just aboutevery other form of marketing yet devised.

When answering the question, “Willonline marketing make some retail storessuperfluous?” Kotler explains that the

Internet will be a curse to some retail sectors, includingtravel agents, insurance agents, bookstores and musicstores. “Store managers need to start figuring out how tomake their stores more interesting to customers. Insteadof simply carrying products, they must think about howto design a more satisfying store experience.”

The final section of According to Kotler delvesinto questions about marketing excellence and theways that the best companies have found to becomemore effective. Here, he lists companies that haveappealing and innovative marketing strategies thathave either dramatically reduced customer costs,such as IKEA and Southwest Airlines; dramaticallyimproved product quality or customer experience,such as Starbucks and Sony; or reinvented the natureof their business, such as Barnes & Noble and FedEx.

AMACOM © 2005, 168 pages, $17.95 (ISBN 0-8144-7295-8).Buy this book for 20% to 46% off at www.summary.com/books.

5

Two great things about According toKotler are its no-fluff answers to perti-nent marketing questions and its exten-sive index that makes finding the rightanswers as easy as searching for a topicand finding the page where it resides.By putting his vast wisdom into a high-ly usable resource, Kotler has madebetter marketing even more accessible.

WhyWeLikeThisBook

6

To subscribe: Send your name and address to the address listed below or call us at 1-800-SUMMARY (outside the United States and Canada, 610-558-9495).Published by Soundview Executive Book Summaries (ISSN 0747-2196), P.O. Box 1053, Concordville, PA 19331 USA, a division of Concentrated Knowledge Corp. Publisher, George Y. Clement.

Publications Director, Rebecca S. Clement. Editor in Chief, Christopher G. Murray. Senior Editor, Chris Lauer. Senior Graphic Designer, Debra DePrinzio. Published monthly. Subscription, $195 per year in the United States,Canada and Mexico, $275 to all other countries. Periodicals postage paid at Concordville, Pa., and additional offices. POSTMASTER: Send address changes to Soundview, P.O. Box 1053, Concordville, PA 19331.

Copyright © 2005 by Soundview Executive Book Summaries.

SHORT TAKES

Metaphorically Sellingby Anne Miller

Anne Miller understands the sell-ing power of metaphors — the visualwords that conjure a vivid image inthe listener’s mind. As a sales speak-er, author and consultant, she hastapped the magic of the metaphor andits ability to sell ideas, clear up confu-sion, inspire customers and close asale. In Metaphorically Selling,Miller presents numerous examples

from modern business, media and politics, and shows read-ers how to master the metaphor in a four-step model that canhelp anyone get heard, understood and remembered. ChironAssociates, 168 pages, $14.95 (ISBN 0-9762794-0-1).

Let Them Eat Cakeby Pamela N. Danziger

Pamela Danziger has combinedthe results of recent consumerresearch with her 20 years of experi-ence as a marketing consultant to cre-ate an important book about market-ing luxury items. Let Them Eat Cakeoffers valuable insight into the luxuryexperience that goes beyond theproduct. It also presents strategies formaintaining premium pricing in the

face of competitive discounting, ways to develop word-of-mouth to spread a company’s luxury values, and an under-standing of the potential of marketing luxury to the masses.Dearborn Trade, 299 pages, $27.00 (ISBN 0-7931-9307-9).

Leading Innovationby Brian McDermott and Gerry Sexton

Leading Innovation offers busi-ness leaders a blueprint for makingtheir people their “most valuableasset” by providing them with thetools they can use to tap into employ-ees’ talents and passions. Leadershipconsultants Brian McDermott andGerry Sexton present stories fromdozens of business experts and their

own experiences that demonstrate how companies can sus-tain excellence while creating cultures of perpetual innova-tion. Throughout, they describe ways to overcome obstacles,maximize opportunities and turn ideas into actions. NovaVista, 160 pages, $18.95 (ISBN 90-77256-05-9).

Joy at Workby Dennis W. Bakke

Dennis Bakke believes that workshould be fun. In Joy at Work, hedescribes how he took this belief andapplied it to the company he co-founded where he was president andCEO for nine years — AES, a com-pany with 40,000 employees andrevenues of $8.6 billion. By demon-strating how decisions can be dele-gated and all employees can be

empowered to use their talents without the burden of corpo-rate bureaucracy, Bakke offers leaders a business model thatremoves labor-management divisions and challenges thebusiness establishment with revolutionary ideas about workand joy. PVG, 314 pages, $24.95 (ISBN 0-9762686-0-4).

Charming Your Way to the Topby Michael Levine

According to Hollywood’s toppublic relations executive MichaelLevine, charm is good business. Notonly can it significantly increase yourincome and improve your status, butit has the power to help you establishand maintain your reputation as wellas draw customers. To help others“wield charm as a tool,” Levinedescribes the secrets of the “Most

Charming Man Ever” (Cary Grant), how to use charm on thetelephone and Internet, and offers insights about suchcharming stars as Vanna White and Tom Hanks. The LyonsPress, 201 pages, $22.95 (ISBN 1-59228-440-X).

Capitalism at the Crossroadsby Stuart L. Hart

Stuart Hart has written some of themost pivotal and provocative articlesabout the implications of sustainabledevelopment and environmentalismfor business strategy in the HarvardBusiness Review. In Capitalism at theCrossroads, he explains how corpo-rations can help to create a sustain-able force of global development foreveryone on the planet. Showing how

there is no inherent conflict between improving the worldand achieving economic prosperity for all, Hart shows howresponsible corporate growth can be done. Wharton SchoolPublishing, 241 pages, $27.95 (ISBN 0-13-143987-1).

See reverse for book order information on this month’s books.

SELECTIONSPART 1

The 8th Habitby Stephen R. Covey

PART 2

The Prime Solutionby Jeff Thull

PART 3

Bridging the Culture Gapby Penny Carté and Chris Fox

SOUNDVIEW SPEED REVIEWSStrategy Bites Back

by Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel

The New CIO Leaderby Marianne Broadbent and Ellen S. Kitzis

Moral Courageby Rushworth M. Kidder

NEXT MONTHTough Management

by Chuck MartinAs chairman and CEO of NFI Research, Chuck Martin has studied how successful companies meet increasing demands

to do more, deliver more and increase more — while keeping stress low and morale high. In Tough Management,he presents techniques that can help managers align those who execute strategies with those who create them.

Winners Never Cheatby Jon M. Huntsman

In Winners Never Cheat, self-made billionaire Jon M. Huntsman describes the honest principles that have helped him win hisfortune and can help others build their organizations on standards of which they can be proud. Huntsman also shows

leaders how they can find the bravery to act on what they know is right, and build teams with the same courage.

®

Soundview Executive Book Summaries, P.O. Box 1053, Concordville, PA 19331 USA1-800-SUMMARY (Outside the United States and Canada, 610-558-9495)

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Concentrated Knowledge™ for the Busy Executive

September 2005

SOUNDVIEW NEWSDear Subscriber,

With all that’s happening at Soundview these days, we’ve decided to provide this additionalpoint of contact with you so that you’ll be the first to hear about the new products, innovationsand events in which we’re involved. Be sure to check out this page every month for the latest inSoundview news — information that will help you succeed in your business and career.

Audio Conference With Stephen R. Covey on October 4thAs you may have already learned from the enclosed brochure, we’re hosting a

Soundview Audio Conference with leadership expert Stephen R. Covey on October4th. We’re excited to have this opportunity to work with Dr. Covey and to investi-gate concepts from his recent book, The 8th Habit. It will be interesting to see howthis concept builds on his previous book, The 7 Habits of Highly Effective People,and to hear his responses to Soundview Editor in Chief Chris Murray’s probingquestions.

If you would like to participate in this conference, you can register on our Website and invite a whole room of people along for no additional cost.

World Business Forum New York on September 14th and 15thWe saw several of you at the World Business Forum L.A. in March,

where Chris Murray moderated Jack Welch’s session. We are now look-ing forward to the next World Business Forum in New York at RadioCity Music Hall on September 14th and 15th, where there will beanother great lineup of speakers. Our Soundview contingent will be atthis conference as well, and we would love to meet you. You can lookus up at our booth, where we’ll have available a set of custom sum-maries just for the conference. Please let us know that you’re aSoundview subscriber when you stop by.

To keep up on Soundview happenings between receiving your monthly issues, you can alsocheck out the News & Events area on our Web site. I hope that you enjoy this month’s summaries,and encourage you to comment on our services at any time through the Customer Service areaon our Web site, or by e-mailing us at service@summary.com.

Regards,

Robert B. CarterV.P. Marketing

A Division of ConcentratedKnowledge Corporation

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