Myths of Strategy by Jérôme Barthélemy Summary

Myths of Strategy by Jérôme Barthélemy dismantles 30 common misconceptions in business strategy, using academic research and real-world examples to challenge outdated ideas. It emphasizes adaptability over rigid planning, critiques overreliance on talent, and redefines competitive advantage through practical frameworks. The book targets executives and entrepreneurs seeking evidence-based strategies to navigate modern business challenges.

This book is ideal for executives, managers, and entrepreneurs aiming to refine strategic decision-making. It’s also valuable for business students or professionals seeking to debunk consulting industry myths and adopt research-backed methods. Leaders interested in innovation, organizational dynamics, and sustainable growth will find actionable insights.

Yes—the book combines academic rigor with accessible insights, making it a standout in strategy literature. It’s praised for debunking pervasive myths like “innovation requires thinking outside the box” and “new technologies guarantee success,” offering fresh perspectives for businesses navigating uncertainty.

Key myths include:

• New technologies always improve performance.
• Innovation demands radical creativity.
• Hiring a Chief Strategy Officer ensures success.
• Corporate goals should prioritize shareholder value above all.
  Barthélemy replaces these with data-driven alternatives, such as incremental innovation and adaptive strategies.

The book argues competitive advantage stems from iterative adaptation, not static planning. It highlights platform-based strategies and customer-centric agility, urging businesses to avoid overcommitting to rigid long-term goals. Real-world case studies illustrate how companies thrive by embracing flexibility.

Barthélemy provides tools like:

• Adaptive Iteration: Continuously refining strategies based on feedback.
• Platform Ecosystems: Leveraging partnerships for scalable growth.
• Myth Audits: Identifying and eliminating outdated assumptions.
  These frameworks help organizations align strategy with real-world dynamics.

The book challenges the “illusion of talent,” arguing success stems from systems and processes rather than individual genius. It advises leaders to foster cultures of experimentation and decentralize decision-making to enhance adaptability.

In an era of rapid technological and economic shifts, the book’s focus on agility and myth-busting resonates strongly. Its critiques of AI hype and overinvestment in unproven technologies offer timely guidance for businesses balancing innovation with practicality.

Unlike consultant-driven guides, Myths of Strategy prioritizes academic research over anecdotal advice. It’s closer to works like Good Strategy/Bad Strategy but distinct in its myth-focused structure and emphasis on debunking, not just prescribing.

Barthélemy bases his arguments on 150+ peer-reviewed studies, spanning decades of strategy research. Examples include analyses of failed tech adoptions and longitudinal studies on adaptive firms, ensuring claims are rigorously validated.

Yes—the book cautions against blind tech adoption and advocates for aligning tools with core strategic goals. It provides checklists to evaluate tech ROI and integrate innovations without destabilizing operations.

Some note its academic tone may deter casual readers, and a few argue it oversimplifies complex myths. However, most praise its actionable insights and reliance on evidence over consultancy trends.