Good Strategy Bad Strategy
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 world Developing 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 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 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. Rumelt'snine sources of power ranging from using leverage to effectively focusing on growth are eye-opening yet pragmatic tools that can be put to work on Monday morning. Surprisingly, a good strategy is often unexpected because most organizations don't have one. Instead, they have 'visions,' mistake financial goals for strategy, and pursue a 'dog's dinner' of conflicting policies and actions. Rumelt argues that the heart of a good strategy is insight into 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 Ge.
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