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Good strategy, bad strategy : the difference and why it matters / Richard P. Rumelt.

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By: Rumelt, Richard P.
Material type: TextTextPublisher: New York : Crown Business, c2011Edition: 1st ed.Bibliography: Includes bibliographical references and index.Description: xii, 322 p. : ill. ; 25 cm.ISBN: 9780307886231; 0307886239.Subject(s): Strategic planning | Strategy | PlanningDDC classification: 658.4/012
Contents:
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.
Summary: 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.
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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.

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