Good Strategy, Bad Strategy

Good Strategy, Bad Strategy

The Difference and Why It Matters

Book - 2011
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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.
Publisher: New York : Crown Business, c2011
Edition: 1st ed
ISBN: 9780307886231
0307886239
Branch Call Number: 658.4012 R865g 2011
Characteristics: xii, 322 p. : ill. ; 25 cm

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1aa
Oct 11, 2017

This book doesn't use the quasi-mathematical techniques to explain strategy, rather, the author simply and clearly writes out what a strategy is (and is not), how they should be implemented (and what should be avoided), what sorts of conditions one must deal with, and also some forms of analysis (like the 'hump chart'). The book is never bogged down by gobbledygook (technical terminology), and each point is exemplified by cases. Perhaps the most enjoyable part was on leadership, especially pages 72 and following, which he exposes as bunk. There is no concluding chapter, so the ending seems rather abrupt. There are relatively few footnotes, but there is an extensive index.

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STEVE CASBURN
Feb 18, 2016

The word "strategy" is both overused and misused. Rumelt writes in an engaging style about what a strategy really is, why having one is essential to organizational success, how to create one, and how to avoid common mistakes organizations make when they try creating one.

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