High Performance Companies is meant to complement the approach adopted by most of the existing books on strategy. Because I believe that we have several interesting and useful frameworks to guide board strategy making, I do not propose several rules of thumb (or principles) that companies can consider while making their day-to-day decisions, which, in turn, will determine their actual strategy. The principles cover a board range of strategic issues ranging from resource acquisition to strategic adaptation. I have dedicated each chapter to one central theme though each may also include elements of other strategic aspects. For example, while discussing Mittal Steel’s resource acquisition strategy, strategy, I also discuss organizational aspects that contributed significantly to the performance of Mittal Steel’s strategy. For a schematic representation of the range of strategic issues I have addressed in the book, see Figure 1.3. I also briefly identify the key message and content of each chapter at the end of this chapter.