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Good Strategy/Bad Strategy: The difference and why it matters de Richard Rumelt

Good Strategy/Bad Strategy: The difference and why it matters: Bestsellers Business engleză

Autor Richard Rumelt
en Limba Engleză Paperback – 31 ian 2013
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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Specificații

ISBN-13: 9781781251546
ISBN-10: 1781251541
Pagini: 336
Dimensiuni: 110 x 178 x 28 mm
Greutate: 0.19 kg
Ediția:Export/Airside
Editura: Profile
Colecția Profile Books
Seria Bestsellers Business engleză

Locul publicării:London, United Kingdom

Notă biografică

Richard Rumelt is a professor at UCLA's Anderson School of Business. He also taught for several years at INSEAD in France, and has been a consultant to a wide range of organisations, from the Samuel Goldwyn Company to Shell. Profile published the hardback in 2011 [9781846684807].

Recenzii

There are many books on strategy but none as good and thought-provoking as Richard Rumelt's Good Strategy/Bad Strategy. Building on solid academic foundations and using fascinating examples from business, politics and history, Rumelt exposes the many fallacies that surround this important concept while providing his own unique and refreshingly-clear approach on how to develop a coherent and successful strategy. This is a wonderful book, full of fresh ideas and practical advice, written in a clear and engaging way. It will change the way we teach and practice strategy.
There are precious few books that enable you to not only re-think the way you think but also improve your performance. Richard Rumelt's brilliant Good Strategy/Bad Strategy is one, a milestone in both the theory and practice of strategy. Cutting to the core of what makes the difference between success and being an also-ran, Rumelt uses vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization. Everyone involved in creating and applying strategy and strategic thing must read this book. In a very crowded field like strategy, few books stand out. Richard Rumelt's new work is one of the exceptions.
Good Strategy, Bad Strategy pinpoints the polar difference: The diagnosis and actions that constitute good strategy, the fluff and failures that cause the bad. Richly illustrated and persuasively argued by a researcher, teacher, and consultant, Richard Rumelt has authored the playbook for anybody in a leadership position who must think and act strategically.
Rumelt's new book clearly elevates the discussion of strategy. Using compelling examples and penetrating insights, Good Strategy/Bad Strategy provides new and powerful ways for leaders to tackle the obstacles they face. The concepts of "The Kernel" and "The Proximate Objective" are blockbusters. This is the new must-have book for everyone who leads an organization--business, government, or in-between.
Rumelt blends a practical focus with powerful conceptual ideas to provide an insightful guide for those wrestling with the challenge of creating strategy that makes a real difference.
In his provocative new book, Richard Rumelt lays bare an uncomfortable truth: Most companies have strategies that are quixotic, muddled and undifferentiated. This is hardly surprising, since in recent years the very idea of "strategy" has been dumbed-down by a deluge of naïve advice and simplistic frameworks. Rumelt cuts through the clutter and reminds managers that the essence of strategy is a clear and differentiated point of view that supports forceful and coherent action. Drawing on a wealth of examples, Rumelt identifies the critical features that distinguish powerful strategies from wimpy ones-and offers a cache of advice on how to build a strategy that is actually worthy of the name. If you're certain your company is already poised to out-perform its rivals and out-run the future, don't buy this book. If, on the other hand, you have a sliver of doubt, pick it up pronto!
Any executive reading this book will be motivated to examine the strategy of his or her firm, come to a judgment about it, and then work to develop or improve it. The many fascinating examples of good strategy provide great insight, but even more valuable are those of the `bad' variety. Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem.

Descriere

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.