Good Strategy Bad Strategy

The Difference and Why It Matters

Author: Richard Rumelt

Publisher: Currency

ISBN: 0307886255

Category: Business & Economics

Page: 336

View: 8795

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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.
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Good Strategy / Bad Strategy

The Difference and why it Matters

Author: Richard Rumelt

Publisher: Serpent's Tail

ISBN: 9781781251546

Category: Industrial management

Page: 322

View: 888

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Even though everyone is talking about it, there is no concept in business today more muddled than 'strategy'. Richard Rumelt, described by McKinsey Quarterly as 'a giant in the field of strategy' and 'strategy's strategist', tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy - such as confusing it with ambitions, visions or financial goals - by very practically showing that a good strategy focuses on the challenges a business faces, and providing an insightful new approach for overcoming them. His sharp analysis and his brilliant, bold style make his book stand out from its competitors (something that Rumelt himself says is crucial). Rumelt has always challenged dominant thinking, ever since, in 1972, he was the first person to uncover a statistical link between corporate strategy and profitability - and this is his long-awaited tour de force.
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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: 1324

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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.
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The Passion and Discipline of Strategy

Author: Krzysztof Obloj

Publisher: Springer

ISBN: 1137334940

Category: Business & Economics

Page: 180

View: 6807

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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.
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Understanding Strategic Management

Author: Anthony E. Henry

Publisher: Oxford University Press

ISBN: 0199662479

Category:

Page: 376

View: 2162

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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.
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Supply Chain Strategies

Demand Driven and Customer Focused

Author: Tony Hines

Publisher: Routledge

ISBN: 1136703969

Category: Business & Economics

Page: 354

View: 6887

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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.
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Beyond Strategy

The Impact of Next Generation Companies

Author: Michael Moesgaard Andersen,Flemming Poulfelt

Publisher: Routledge

ISBN: 131781844X

Category: Business & Economics

Page: 174

View: 9990

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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?
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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: 4521

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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.
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The 80 Minute MBA

Everything You'll Never Learn at Business School

Author: Richard Reeves,John Knell

Publisher: Hachette UK

ISBN: 0755364910

Category: Business & Economics

Page: 96

View: 9376

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"Slick, short, funny and focused. And . . . more than 4,000 times cheaper than an MBA" -Independent The 80 Minute MBA is your short-cut to business brilliance. A traditional MBA is for either the time-rich, very wealthy or lucky few with a generous corporate sponsor. So what happens if you want to get a hit of high-quality business inspiration without spending two years back at school? The 80 Minute MBA is the gateway to fresh thinking, in less time than it takes a standard meeting to get past coffee and biscuits. Managers need the encouragement to think differently, not in the same straight lines. The 80 Minute MBA is an injection of inspiration, creative thinking and dynamic approaches which will help you see the world of business differently.
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Why Are We Bad at Picking Good Leaders? A Better Way to Evaluate Leadership Potential

Author: Jeffrey Cohn,Jay Moran

Publisher: John Wiley & Sons

ISBN: 1118062205

Category: Business & Economics

Page: 288

View: 2657

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Silver Medal Winner, Business and Leadership, 2012 Nautilus Book Awards Almost 70% of Americans believe that we are suffering from a crisis of leadership, but rather than asking, why are leaders failing, we need to ask, "Why aren't we choosing better leaders?" Ever wonder what goes on behind closed board room doors when organizations pick their top leaders? It can be a contentious, secretive, even brutal process. Most of our leaders look good on paper—they have charisma, credentials, and confidence—yet they lack the real qualities that are necessary to succeed. In Why Are We Bad at Picking Good Leaders?, Cohn and Moran share the same insights and ideas they use to help organizations make better choices. Revealing seven essential attributes of all great leaders, they offer a fresh and powerful evaluation technique anyone can use to assess leader potential. Through dynamic, first-hand accounts from the business world, entertainment, sports, politics, education, and philanthropy, the authors offer the ultimate insider access and reveal how top organizations find and choose the best talent. Offers multiple ways to evaluate leaders, and how these 7 leadership attributes combine to create the best (and worst) in leaders Features interviews with with Mike Krzyzewski, Coach, 2008 US Men's Olympic Basketball team, Jeff Bezos, CEO of Amazon; George Steinbrenner, Scott Davis, CEO of UPS; Peter Loscher, CEO of Siemens; Toby Cosgrove, CEO, Cleveland Clinic; Hollywood movie directors, and many others Includes academic study and field training at institutions such as Harvard, Yale, INSEAD, and IMD for developing future leaders. Fresh and compelling, Why Are We Bad at Picking Good Leaders? shows how great leaders can be spotted and why they succeed – and is soon to the definitive resource guide for about choosing better leaders.
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