000			02615nam a22002657a 4500
003			IIITD
005			20240625020003.0
008			231017b xxu||||| |||| 00| 0 eng d
020			_a9781781251546
040			_aIIITD
082			_a658.401 _bRUM-G
100			_aRumelt, Richard P
245			_aGood strategy, bad strategy : _bthe difference and why it matters _cby Richard P. Rumelt.
260			_bPenguin, _aNew York : _c©2013
300			_axii, 322 p. : _bill. ; _c21 cm.
505			_t1: Good and bad strategy Good strategy is unexpected Discovering power Bad strategy Why so much bad strategy? The kernel of good strategy _t2: Sources of power Using leverage Proximate objectives Chain-link systems Using design Focus Growth Using advantage Using dynamics Inertia and entropy Putting it together _t3: Thinking like a strategist The science of strategy Using your head Keeping your head.
520			_aDeveloping 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.
650			_aBusiness planning.
650			_aBusiness skills.
650			_aCase studies.
650			_aLeadership.
650			_aManagement development.
650			_aMotivation.
942			_2ddc _cBK _01
999			_c171803 _d171803