Good Strategy Bad Strategy

The Difference and Why It Matters

Author: Richard Rumelt

Publisher: Currency

ISBN: 0307886255

Category: Business & Economics

Page: 336

View: 3764


Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, 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.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

Fire on the Water

China, America, and the Future of the Pacific

Author: Robert Haddick

Publisher: Naval Institute Press

ISBN: 0870210602

Category: History

Page: 288

View: 1185


The main theme of Fire on the Water is that conventional measures of military balance, employed by both the general public and many policy experts, underestimate the threat that China’s military modernization poses to the U.S. position in the Asia-Pacific region. Within a decade, China’s leaders will have the military power to hold at risk U.S. interest in East Asia. The U.S. needs to fashion a new and competitive strategy, one that better matches the strengths of the U.S. and its allies against China’s vulnerabilities, in order to maintain a balance of power in the region and convince China’s leaders to pursue a cooperative course. It is not obvious to many observers why a conflict in the region is plausible, or why the U.S. should bear the responsibility for maintaining a forward military presence in the region. China has rapidly emerged as a great power and by doing so, has acquired many vital interests around the world. Following the pattern set by other such episodes in history, China is also acquiring the military means to protect its new interests, a development that puts at risk the interests of China’s neighbors and the United States. The U.S. forward military presence in the region is an increasingly difficult burden to sustain. But in the long run, this approach will be less costly and less risky than encouraging China’s neighbors to balance China by themselves, an alternative that will very likely result in an unstable arms race and a conflict that will damage America’s interests. While it will be in America’s interest to maintain its position in the Asia-Pacific region, China’s military modernization is making it much more difficult for the U.S. to do so. China’s military strategy, centered on its rapidly-expanding land-based and anti-ship missile forces, is exploiting weaknesses in long-standing U.S. force structure and doctrine. Due to a variety of institutional barriers, the U.S. has been slow to adapt to China’s military modernization. Current efforts to respond are impractical, in that they expend U.S. resources against China’s strengths rather than its vulnerabilities. The U.S. needs a new and competitive strategy that will strengthen its alliances in the region and convince China’s leaders that cooperation, rather than military expansion and an attempt at regional hegemony, will be China’s best course. Fire on the Water proposes reforms to U.S. diplomacy, military programs, and strategy that will offer a better chance at preserving stability. The goal of these reforms is to thwart China’s well-designed military modernization plan, bolster the confidence and credibility of U.S. alliances in the region, and thus persuade China’s leaders that China’s best course is cooperation rather than conflict, the outcome that has usually occurred in history when a new great power has rapidly emerged.

The Passion and Discipline of Strategy

Author: Krzysztof Obloj

Publisher: Springer

ISBN: 1137334940

Category: Business & Economics

Page: 180

View: 483


Utilises the experiences of the best companies and leaders in emerging and mature markets to highlight the necessary linkage of passion and discipline in an effective strategy process. Passion motivates and maintains a manager's focus, whilst discipline is necessary to make passion productive and effective.

Understanding Strategic Management

Author: Anthony E. Henry

Publisher: Oxford University Press

ISBN: 0199662479


Page: 376

View: 342


The most complete introduction for students looking for a briefer guide to strategic management, packed with real-life examples and an emphasis on the essential tools of analysis.

Supply Chain Strategies

Demand Driven and Customer Focused

Author: Tony Hines

Publisher: Routledge

ISBN: 1136703969

Category: Business & Economics

Page: 354

View: 4577


Supply Chain Strategies demonstrates how organizations must take strategic decisions in order to manage their supply chains to sustain competitiveness in the global economy. Whereas many textbooks on supply chain management focus on purchasing and operations, this new edition of Tony Hines' text focuses upon the direction-setting and efficient resource-allocation that organizations need to provide in order to satisfy their customers. Overcoming tensions between political, economic, technological, ethical and environmental considerations is shown to be vital to ensure a sensible strategy for managing the supply chain. This impressive text makes the most of integrated case studies to show how strategic thinking and supply chain management play out in the real world. As such, the book is ideal for courses on supply chain management - especially those which require a strategic element.

Beyond Strategy

The Impact of Next Generation Companies

Author: Michael Moesgaard Andersen,Flemming Poulfelt

Publisher: Routledge

ISBN: 131781844X

Category: Business & Economics

Page: 174

View: 9158


Why is it that some companies turn out to be more successful when doing the opposite of what is prescribed in many of the current books on management and strategy? Interestingly, many of the companies depicted as very successful companies in the standard literature end up not faring well over time - probably because they somehow end up in a dangerous autopilot mode. What this suggests is that the conventional literature cookbook isn’t telling us the whole story. Even if companies have temporarily developed from an ugly duckling to a white swan, the popular recipes for success may be clipping such companies’ wings. Conversely, companies adhering to disruptive business models are seen to be more agile and to possess a higher degree of actionability. Such next generation companies are labeled black swans. They thrive because they are bold and embrace the great unknowns of tomorrow with open minds and eyes. At the same time, they are able to take advantage of incumbents’ fears, risk-aversion and blindness to what’s coming. Beyond Strategy delves into the inner workings of such black swans as Apple, Aravind, Emirates, Huawei, Natura, Ryanair and Tata and addresses the rise and fall of Nokia. The authors provide explosive evidence of black swan companies working against the norms to enter unchartered waters, determined not to adhere to the best practice of others, but rather to create a genuine next generation practice. Next generation companies and their underlying philosophies are here to stay – are you?

Perspectives on the Future National Security Environment

Technological, Geopolitical, and Economic Trends Affecting the Defense Strategic Guidance: Hearing Before the Subcommittee on Intelligence, Emerging Threats and Capabilities of the Committee on Armed Services, House of Representatives, One Hundred Thirteenth Congress, First Session, Hearing Held February 13, 2013

Author: United States. Congress. House. Committee on Armed Services. Subcommittee on Intelligence, Emerging Threats and Capabilities

Publisher: N.A


Category: Military planning

Page: 96

View: 2432




A Roadmap to the Future of Education

Author: Grant Lichtman

Publisher: John Wiley & Sons

ISBN: 1118898877

Category: Education

Page: 304

View: 7201


Your formula for managing innovation and transforminglearning #EdJourney: A Roadmap to the Future of Education is arefreshing change from the negativity so common in the world ofeducation today. Over the course of a 3-month solo road trip acrossthe United States, author Grant Lichtman discovered that there ismuch to be positive about in today's K-12 schools. Lichtman, one ofthe country's leading experts in educational innovation,interviewed over 600 teachers, administrators, students, parents,and trustees to find out what kind of innovations they're doingright—and how others can leverage their successes. Innovation in education takes hard work, planning, andcooperation. With examples from around the country and findingsfrom the latest education research, #EdJourney maps out howadministrators and teachers can embrace the innovation process thatschools and learners need now. Today's 21st century educationpresents unique challenges and opportunities to students, and thisis a trailblazing practical guide to making sure education is readyfor the future. #EdJourney focuses on four keyquestions: What new learning strategies are the top schools implementingto prepare our students for their future rather than for ourpast? How do teachers and administrators manage transitions to newtypes of teaching and learning? What are the key obstacles to shifting away from the assemblyline model of education? How can we all leverage the lessons of success from the mostinnovative schools? The concrete examples and advice in this book will help youbring innovation and educational design concepts into your school.#EdJourney goes beyond the theoretical need forchange—by now a familiar topic to almost everyone—andtakes a real-world approach to achieving transformative educationin any school.

The Future of Strategy: A Transformative Approach to Strategy for a World That Won’t Stand Still

Author: Johan Aurik,Martin Fabel,Gillis Jonk

Publisher: McGraw Hill Professional

ISBN: 0071848754

Category: Business & Economics

Page: 240

View: 2569


Own the Future of Your Industry with a Transformational Strategy Designed for Today's Business World Leaders today are inundated with strategic opportunities, besieged by business disruptions, and pressured to innovate--to do things better, faster, or differently. The CEO of a Fortune 500 firm explains it best: "I am looking at 23 different strategic initiatives. Trying to develop and implement so many strategies is like trying to change the driver, tires, the oil, and the bumpers; paint the body; and tune the engine. And doing all of this on a car that's running at full speed." The answer used to be found in strategy. But in the past decade, the commonly deployed large-scale strategic exercises were largely discredited. They were slow and elaborate and did not deliver the expected returns, let alone help make sense of a glut of initiatives or cope with an increasingly unpredictable future. The Future of Strategy brings strategy back from those big top-down plans. It answers the questions of executives facing tumultuous business conditions and rapidly shifting markets: Is strategy still possible? Yes. Aren't strategies outdated before they can be implemented? Not if they are done right. Rather than developing strategy, aren't we better off being agile and able to capitalize on emerging trends faster than our peers? Agility complements strategy; it cannot replace it. This book is about reversing course and repositioning strategy in its rightful place as the overarching management system. The authors introduce their core methodology, designed to future proof companies against the friction and "fog of war" that inexorably accompany changing times. They synthesize three fundamental principles that, when combined, provide the means to reclaim strategy: Take direct cues from fundamental trends affecting the company going forward Engage people across the company to translate these cues into strategy and effectively eliminate the handover hurdle between formulation and execution, a major reason for strategy failure Capture the output as competitive opportunities and manage their life cycles--when some have run their course, others are ready to take over Strategy today requires stepping over the shadows of one's own ingrained beliefs to capture new opportunities. This book reveals the inner workings of transformational strategies developed by leaders who gradually become more successful by advancing winning combinations of attitudes, values, habits, and practices.

A National Security Staff for the 21st Century

Author: Jack A. LeCuyer

Publisher: Strategic Studies Institute U. S. Army War College


Category: Administrative agencies

Page: 140

View: 9587


Our legacy 1947/1989 national security system is unsuited for the dynamic and complex global security environment that has developed since the end of the Cold War. Over time, the National Security Council has evolved from the very limited advisory group initially imagined by President Truman to that of a vast network of interagency groups that were developed since 1989. These interagency groups view themselves as deeply involved in integrating policy development, crisis management, and staffing for the President. However, the National Security Staff (NSS) and the national security system are relics of the industrial age -- vertical stovepipes -- in an age that demands that the management of the national security system be conducted at the strategic level. What is required is a true national security strategy based on ends, ways, and means; the alignment of resources with integrated national security missions; and the assessment and accountability of management functions that should be performed by a properly resourced NSS unburdened from the urgency of the 24/7 news cycle. The President's National Security Strategy of May 2010 calls for reform in many of these areas. Section 1072 of the 2012 Defense Authorization Act calls upon the President to outline the changes and resources that are needed in both the executive branch and in Congress to implement his national security strategy. The President's response to this legislative mandate can and should be the first step in a strategic partnership for transforming our national security system, in both the executive branch and the Congress, to that of a system that can meet and anticipate the challenges and opportunities for ensuring our security and well-being.