Creative Destruction	Outperform the market on a sustainable basis? Most executives would say that this one of their key objectives and most consultants promise to help them achieve it at one time or another. Sadly, Creative Destruction shows that this aspiration is often illusory! Only a tiny fraction of companies manage to surpass market performance over the long term. This is because financial markets do not hesitate to break with the status quo and sell off unprofitable assets, while companies primarily seek continuity. The McKinsey consultant authors invite companies to learn from the venture capital model and develop many opportunities simultaneously, knowing that some will fall by the wayside. They also offer valuable advice on how to implement this strategy.
Richard N. Foster and Sarah Kaplan, Currency Doubleday, 2001.
Corporate-Level Strategy	This book explores how corporate headquarters can create value for group divisions and subsidiaries, and focuses particularly on four key ways to do this: reinforce cross-company communication; provide otherwise unavailable expertise; manage portfolio cycles well; support the appointment of effective managers.
Michael Goold, Andrew Campbell and Marcus Alexander, Wiley, 1993.
Competing for the Future	Sony, NEC, and Motorola are examples of companies that prepare years in advance to conquer markets that do not yet exist. This book describes the approach used by these companies, using examples to explain how they develop their vision of future markets and what they do to position themselves on these markets.
Gary Hamel and C. K. Prahalad, Harvard Business School Press, 1990.
Valuation Measuring and Managing the Value of Companies	This book presents the tools to measure the shareholder value that companies create, and particularly stresses the importance of business tracking based on present cash flow, which effectively helps: identify which strategic units create value; coordinate restructuring; evaluate dismantlement risks by measuring company attractiveness to potential raiders.
Tom Copeland, Tim Koller and Jack Murrin, John Wiley & sons, 1991.
Synergy	This book describes a pragmatic approach to take advantage of potential synergies between the different units of a corporate group. After warning managers about how frequently companies fail in this endeavor, the authors then offer an approach to help them analyze opportunities, avoid false synergy traps, and concentrate efforts on truly promising projects.
Andrew Campbell and Michael Goold, Capstone, 1997.