Achieving Business Excellence: Insights from Key Books on Leadership and Strategy
If you’re searching for the best business books, you don’t need another bloated list. You need the right book for the challenge you’re facing.
This is a curated shortlist of 10 proven classics across strategy, execution, innovation and scaling, with 1-minute summaries so you can choose quickly.
In this guide, you’ll get:
Best for: who each book helps (and when)
Key takeaways: the few ideas worth remembering
Watch-outs: how leaders misapply the book
One Monday question: to turn reading into action
Curated from the perspective of a former Fortune 100 transformation leader and executive coach.
This curated list of 10 modern classics is such that senior leaders, transformation leads and founders repeatedly come back to, across strategy, execution, innovation, leadership and scaling. Each book includes: best for, core idea, key takeaways, watch-outs, and one Monday question to turn reading into action.
At a glance: the 10 books (and what they are best for)
Good to Great (Collins) – moving from good performance to enduring excellence
The 7 Habits of Highly Effective People (Covey) – personal leadership and operating principles
In Search of Excellence (Peters, Waterman) – what great companies do differently
Built to Last (Collins, Porras) – building a company that endures
Execution (Bossidy, Charan) – turning strategy into results
The Lean Startup (Ries) – rapid learning, experimentation, iteration
Zero to One (Thiel) – differentiation and creating something truly new
The Innovator’s Dilemma (Christensen) – disruption and why incumbents lose
Good Strategy Bad Strategy (Rumelt) – what strategy actually is (and is not)
The E-Myth Revisited (Gerber) – systems and scaling without chaos
If you’re leading change and transformation in a complex, matrixed organisation and want to apply these ideas faster, you may find this useful: Executive coaching for transformation leaders.
"Good to Great" by Jim Collins (2009):
Best for: leaders trying to lift performance without gimmicks or constant restructures.
Core idea in one sentence: sustained greatness comes from disciplined people, disciplined thought, and disciplined action.
"Good to Great" is a transformational book that explores why certain companies outperform others and achieve long-term greatness. Through extensive research and practical case studies, Jim Collins identifies key principles that contribute to sustained excellence. The book emphasizes the significance of Level 5 leadership, which combines personal humility with unwavering resolve to put the organization's success above personal ambitions. Moreover, Collins highlights the importance of disciplined action and the ability to confront the "brutal facts" to create an environment of continuous improvement. With real-life examples of companies that have successfully transitioned from good to great, this book provides actionable insights for leaders to apply in their own organisations.
Key takeaways
Level 5 leadership: ambition for the organisation, not the ego.
Face the brutal facts, then act with conviction.
Create momentum through a clear “hedgehog” focus, not scattered priorities.
Watch-out: people turn this into a “values poster” exercise. The point is ruthless focus, real capability decisions, and consistent execution.
Monday question: What is the one thing we must stop doing to create space for what matters most?
"The 7 Habits of Highly Effective People" by Stephen R. Covey (1989):
Best for: leaders who want a stronger personal operating system under pressure.
Core idea in one sentence: effectiveness is built through principles and habits, not hacks.
Stephen R. Covey's timeless classic, "The 7 Habits of Highly Effective People," presents a holistic approach to personal and business success. Covey outlines seven habits that individuals can cultivate to enhance their effectiveness and achieve excellence in various aspects of life. The habits, such as being proactive, beginning with the end in mind, and seeking win-win solutions, are practical and actionable, making it easy for readers to apply them in their daily lives. Covey's book goes beyond mere theory and includes exercises and action plans to help readers internalize and implement these habits effectively. By adopting these habits, individuals can elevate their leadership skills and transform their professional and personal lives for the better.
Key takeaways
Be proactive: own the response, not just the situation.
Begin with the end in mind: define success before you get busy.
Seek first to understand: influence follows trust and clarity.
Watch-out: it is easy to treat this as “nice behaviours”. It is actually about choices, boundaries, and consistent standards.
Monday question: Where am I reacting this week, and what would a proactive move look like?
"In Search of Excellence" by Tom Peters and Robert H. Waterman Jr. (1982):
Best for: leaders who need to strengthen culture, customer focus, and execution basics.
Core idea in one sentence: excellent companies obsess over customers, action, and people.
"In Search of Excellence" is a groundbreaking book that explores the common characteristics of successful companies that have achieved excellence in their respective industries. Tom Peters and Robert H. Waterman Jr. conducted extensive research on high-performing companies, uncovering key principles that set them apart. The authors emphasize the importance of customer-centricity, continuous innovation, and empowering employees to drive excellence. By presenting real-life examples and case studies, this book offers practical insights and actionable advice for leaders to enhance their organizations' performance and foster a culture of excellence.
Key takeaways
Bias for action beats perfect planning.
Customer obsession is a strategic advantage, not a slogan.
Empowerment works when paired with clear expectations and feedback loops.
Watch-out: copying visible behaviours without changing management systems and incentives.
Monday question: What is one friction point customers experience that we tolerate, and why?
"Built to Last" by Jim Collins and Jerry I. Porras (1994):
Best for: founders and executives building for longevity, not quick wins.
Core idea in one sentence: visionary companies preserve a core while stimulating progress.
Collins and Porras' "Built to Last" is a compelling examination of visionary companies that have demonstrated long-term success and achieved enduring greatness. The authors identify core values, a sense of purpose, and a commitment to visionary leadership as essential components of these companies' success. By drawing on practical examples and well-researched case studies, the book provides actionable frameworks for building organizations that stand the test of time. With insights into how these visionary companies adapt to change and maintain their competitive edge, "Built to Last" offers practical guidance for leaders striving for business excellence and sustained success.
Key takeaways
Core values must be lived, not marketed.
Strong companies align goals, systems and hiring around purpose.
Adaptation is easier when the “why” is stable.
Watch-out: confusing “core values” with generic virtues. If your values could fit any firm, they will shape nothing.
Monday question: What do we genuinely stand for that costs us something to uphold?
"Execution: The Discipline of Getting Things Done" by Larry Bossidy and Ram Charan (2002):
Best for: leadership teams where plans exist, but delivery disappoints.
Core idea in one sentence: execution is a leader’s job, built through accountability, clear priorities and follow-through.
"Execution: The Discipline of Getting Things Done" delves into the critical role of execution in achieving business excellence. Authors Larry Bossidy and Ram Charan stress the importance of translating strategy into action and holding people accountable for results. The book provides practical guidance on building a culture of execution, setting clear priorities, and aligning resources effectively. By offering actionable steps and real-world examples of companies that have excelled through effective execution, Bossidy and Charan equip readers with the tools to drive organizational success and achieve business excellence.
Key takeaways
Strategy without execution is theatre.
Great execution needs clear owners, measures and cadence.
Leaders must model the standards they demand.
Watch-out: turning “accountability” into blame. You want clarity, learning, and honest commitments.
Monday question: What are we calling a priority that has no owner, deadline, or measure?
If this is a leadership team issue rather than an individual one, this may be the better fit: Leadership team coaching and team development.
"The Lean Startup" by Eric Ries (2011):
Best for: innovation leaders who need faster learning with less waste.
Core idea in one sentence: build, measure, learn, then iterate based on evidence.
"The Lean Startup" revolutionized the entrepreneurial landscape by introducing the Lean Startup methodology, which focuses on rapid iteration, customer feedback, and continuous innovation. Eric Ries emphasizes the value of building a minimum viable product (MVP) to test assumptions, pivot when necessary, and adapt to market demands. This practical approach to entrepreneurship encourages lean thinking, resource optimization, and data-driven decision-making. By providing actionable strategies for startups and established businesses alike, Ries empowers readers to achieve excellence through innovation and agility.
Key takeaways
Test assumptions early with a minimum viable product.
Customer feedback beats internal certainty.
Pivot is a decision, not a failure.
Watch-out: using “lean” to justify under-investing in quality or strategy. Lean is disciplined learning, not corner-cutting.
Monday question: What belief are we treating as fact, and how could we test it within two weeks?
"Zero to One" by Peter Thiel (2014):
Best for: leaders who need a sharper differentiation story in a crowded market.
Core idea in one sentence: real value comes from creating something new, not competing in a race to average.
In "Zero to One," Peter Thiel offers practical insights on building successful startups and achieving excellence in business. He emphasises the importance of creating unique products and attaining a monopoly-like position in the market. Thiel challenges conventional thinking and advocates for bold and disruptive innovation. By providing actionable strategies and a contrarian perspective, "Zero to One" inspires entrepreneurs and leaders to strive for excellence and transformative impact in their ventures.
Key takeaways
Differentiation beats incrementalism in many markets.
Strong positioning comes from doing a few things exceptionally well.
Contrarian thinking can unlock unfair advantage.
Watch-out: misreading this as arrogance. The point is focus and originality, not ignoring customers or execution.
Monday question: If we had to be known for one thing in 12 months, what would it be, and what must we cut to make that true?
"The Innovator's Dilemma" by Clayton M. Christensen (1997):
Best for: established organisations facing disruption and new entrants.
Core idea in one sentence: good management practices can cause incumbents to miss disruptive innovation.
"The Innovator's Dilemma" is a seminal work that explores the concept of disruptive innovation and its impact on established companies. Clayton Christensen provides practical guidance on how companies can navigate disruptive changes and innovate to achieve business excellence. The book features in-depth case studies and actionable advice for leaders to identify and respond to disruptive threats while fostering innovation within their organisations.
Key takeaways
Disruption often looks “small and unattractive” at first.
Separate structures can protect emerging bets.
Customer demands can trap you in yesterday’s logic.
Watch-out: labelling every new trend “disruption”. Use it selectively, then act decisively when the pattern fits.
Monday question: What are we dismissing because it does not fit our current business model?
If you’re navigating disruption, legacy constraints, or stalled innovation, this is the kind of work I support leaders with: Executive coaching for change and transformation leaders.
"Good Strategy Bad Strategy" by Richard P. Rumelt (2011):
Best for: leadership teams that confuse ambition with strategy.
Core idea in one sentence: good strategy is diagnosis, guiding policy, and coherent action.
Richard P. Rumelt's "Good Strategy Bad Strategy" distinguishes between effective and ineffective strategies and offers practical insights on crafting powerful strategies for business excellence. Rumelt emphasizes the importance of a coherent and actionable strategy, backed by clear thinking and realistic assessments. The book includes practical frameworks and real-world examples to help readers develop and implement successful strategies that drive organizational performance and long-term success.
Key takeaways
Name the real challenge clearly, without vague aspiration.
Choose a guiding policy, then align actions around it.
“Goals” are not strategy unless they drive coherent choices.
Watch-out: endless frameworks and workshops with no hard choices. A strategy that changes nothing is not a strategy.
Monday question: What are we not willing to do, and what does that reveal about our real strategy?
"The E-Myth Revisited" by Michael E. Gerber (1986):
Best for: founders and leaders stuck in doing, firefighting, and over-dependence on heroes.
Core idea in one sentence: build systems so the business does not depend on you.
"The E-Myth Revisited" addresses the myths and challenges faced by entrepreneurs in building successful businesses. Michael E. Gerber provides practical advice on creating systems and processes for sustained excellence. The book encourages readers to work "on" their business, not just "in" it, by focusing on strategic planning, delegation, and effective business management. By offering actionable steps for balancing entrepreneurship with practical leadership, Gerber equips readers to achieve business excellence and avoid common pitfalls in their entrepreneurial journey.
Key takeaways
Work on the business, not only in it.
Processes create consistency, quality and scalability.
Roles and standards prevent drift and chaos.
Watch-out: building process that kills judgement and initiative. The goal is reliable delivery plus room for improvement.
Monday question: Which recurring problem would disappear if we documented one clear standard and trained to it?
Next step
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Conclusion: Best Books
By delving into these books and applying their practical insights, readers can gain actionable strategies for achieving business excellence, from fostering innovation and effective execution to developing enduring strategies and cultivating a culture of continuous improvement. In the pursuit of business excellence, knowledge is a powerful asset. The insights gleaned from these key books provide a roadmap for leaders and entrepreneurs to make informed decisions, foster innovation, and execute strategies with precision. By applying the principles shared in these works, leaders can navigate disruptive landscapes, build sustainable organizations, and drive transformative change. Embracing the lessons from these influential authors, let us embark on a journey to achieve business excellence and create a positive impact in the ever-changing world of business.
If you’re a senior leader driving change and want to apply the right ideas, faster, you can explore how I work here: Executive coaching for change and transformation leaders.
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