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.

zlib/Business & Economics/Richard Rumelt [Rumelt, Richard]/Good Strategy Bad Strategy: The Difference and Why It Matters_11996340.mobi

Richard P Rumelt; Crown Publishers

Golden Books Publishing Company, Incorporated

Crown Currency

Crown Business

Vintage Books

United States, United States of America

First edition, New York, 2011

1st ed, New York, 2011

PT, 2011

Source title: Good Strategy Bad Strategy: The Difference and Why It Matters

Clears out the mumbo jumbo and muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real worldDeveloping and implementing a strategy is the central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, a church pastor, the head of a school, 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.A good strategy is a specific and coherent response toand approach for overcomingthe obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in challenges as varied as putting a man on the moon, fighting a war, launching a new product, responding to changing market dynamics, starting a charter school, or setting up a government program. Rumeltsnine sources of powerranging from using leverage to effectively focusing on growthare eye-opening yet pragmatic tools that can be put to work on Monday morning.Surprisingly, a good strategy is often unexpected because most organizations dont have one. Instead, they have visions, mistake financial goals for strategy,and pursue a dogs dinner of conflicting policies and actions.Rumelt argues that the heart of a good strategy is insightinto the true nature of the situation, into the hidden power in a situation, and into an appropriate response. He shows you how insight can be cultivated with a wide variety of tools for guiding yourown thinking.Good Strategy/Bad Strategy 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 200708 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 Rumelts decades of digging beyond the superficial to address hard questions with honesty and integrity.From the Hardcover edition.

"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 examines the concepts of good strategy (a succinct description of a situation or problem at hand, followed by directions for action in order to solve the problem or use the situation by using strengths, not exposing weaknesses and concentrating resources in order to successfully emerge at the other end), bad strategy (not "no strategy" or "strategy that does not work", but rather the general listing of desirable outcomes and objectives without focus, concentration or indication on how to achieve those or even analysis of the situation at hand, but padded with fluffy language and lofty "concepts").
The book provides an in-depth description of both concepts and a number of examples and case studies for both.

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

2021-04-13