Good strategy, bad strategy : the difference and why it matters / Richard P. Rumelt.
Request E-book of GOOD STRATEGY, BAD ...
By: Rumelt, Richard P
.
Material type: 



Browsing Davenport Library shelves, Shelving location: Circulating Collection, Collection: Print-Circulating Close shelf browser (Hides shelf browser)
Includes bibliographical references and index.
1: Good and bad strategy -- Good strategy is unexpected -- Discovering power -- Bad strategy -- Why so much bad strategy? -- The kernel of good strategy -- 2: Sources of power -- Using leverage -- Proximate objectives -- Chain-link systems -- Using design -- Focus -- Growth -- Using advantage -- Using dynamics -- Inertia and entropy -- Putting it together -- 3: Thinking like a strategist -- The science of strategy -- Using your head -- Keeping your head.
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.
There are no comments on this title.