Good strategy, bad strategy : the difference and why it matters
Rumelt, Richard P
Good strategy, bad strategy : the difference and why it matters by Richard P. Rumelt. - New York : Penguin, ©2013 - xii, 322 p. : ill. ; 21 cm.
1: Good and bad strategy
Good strategy is unexpected
Discovering power
Bad strategy
Why so much bad strategy?
The kernel of good strategy 2: Sources of power
Using leverage
Proximate objectives
Chain-link systems
Using design
Focus
Growth
Using advantage
Using dynamics
Inertia and entropy
Putting it together 3: Thinking like a strategist
The science of strategy
Using your head
Keeping your head.
Developing and implementing a strategy is the central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, or a government official. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with 'strategy.' He debunks these elements of 'bad strategy' and awakens an understanding of the power of a 'good strategy.' He defines a good strategy as a specific and coherent response to- and an approach for overcoming- the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in respect to the challenge. Thus, Rumelt argues that the heart of a good strategy is insight into the true nature of the situation, so that the hidden power in a situation can be discerned and an appropriate response be devised. He shows you how insight can be cultivated using a wide variety of tools for guiding your own thinking and to that end he presents nine sources of power- ranging from leverage to effectively focusing on growth- that are eye-opening yet pragmatic tools that can be immediately put to work. -- from Publisher Description. The author argues that a manager's central responsibility is to create and implement strategies, challenges popular motivational practices, and shares anecdotes discussing how to enable action-oriented plans for real-world results.
9781781251546
Business planning.
Business skills.
Case studies.
Leadership.
Management development.
Motivation.
658.401 / RUM-G
Good strategy, bad strategy : the difference and why it matters by Richard P. Rumelt. - New York : Penguin, ©2013 - xii, 322 p. : ill. ; 21 cm.
1: Good and bad strategy
Good strategy is unexpected
Discovering power
Bad strategy
Why so much bad strategy?
The kernel of good strategy 2: Sources of power
Using leverage
Proximate objectives
Chain-link systems
Using design
Focus
Growth
Using advantage
Using dynamics
Inertia and entropy
Putting it together 3: Thinking like a strategist
The science of strategy
Using your head
Keeping your head.
Developing and implementing a strategy is the central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, or a government official. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with 'strategy.' He debunks these elements of 'bad strategy' and awakens an understanding of the power of a 'good strategy.' He defines a good strategy as a specific and coherent response to- and an approach for overcoming- the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in respect to the challenge. Thus, Rumelt argues that the heart of a good strategy is insight into the true nature of the situation, so that the hidden power in a situation can be discerned and an appropriate response be devised. He shows you how insight can be cultivated using a wide variety of tools for guiding your own thinking and to that end he presents nine sources of power- ranging from leverage to effectively focusing on growth- that are eye-opening yet pragmatic tools that can be immediately put to work. -- from Publisher Description. The author argues that a manager's central responsibility is to create and implement strategies, challenges popular motivational practices, and shares anecdotes discussing how to enable action-oriented plans for real-world results.
9781781251546
Business planning.
Business skills.
Case studies.
Leadership.
Management development.
Motivation.
658.401 / RUM-G