Good strategy, bad strategy: the difference and why it matters
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY
Crown Business
2011
|
| Ausgabe: | 1. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XII, 322 S. |
| ISBN: | 9780307886231 |
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Datensatz im Suchindex
| _version_ | 1804148019724025856 |
|---|---|
| adam_text | Titel: Good strategy, bad strategy
Autor: Rumelt, Richard P.
Jahr: 2011
CONTENTS
INTRODUCTION OVERWHELMING OBSTACLES 1
PARTI GOOD AND BAD STRATEGY 9
CHAPTER 1 GOOD STRATEGY IS UNEXPECTED 11
How Steve Jobs saved Apple Business 101 is surprising • General
Schwarzkopf s strategy in Desert Storm • Why PlanA remains a surprise
CHAPTER 2 DISCOVERING POWER 21
David and Goliath is a basic strategy story • Discovering Wal-Mart s secret
• Marshall and Roche s strategy for competing with the Soviet Union
CHAPTER 3 BAD STRATEGY 32
Is U.S. national security strategy just slogans? • How to recognize fluff•
Why not facing the problem creates bad strategy • Chad Logan s 20/20
plan mistakes goals for strategy • What s wrong with a dog s dinner of
objectives? • How blue-sky objectives miss the mark
CHAPTER 4 WHY SO MUCH BAD STRATEGY? 58
Strategy involves choice, and DEC s managers can t choose • The
path from charisma to transformational leadership to fill-in-the-blanks
template-style strategy • New Thought from Emerson to today and how it
makes strategy seem superfluous
CHAPTER 5 THE KERNEL OF GOOD STRATEGY 77
The mixture of argument and action lying behind any good strategy •
Diagnosing Starbucks, K-12 schools, the Soviet challenge, and IBM •
Guiding policies at Wells Fargo, IBM, and Stephanie s market • The
president of the European Business Group hesitates to act • Incoherent
action at Ford * Centralization, decentralization, and Roosevelt s strategy
in WWII
PART II SOURCES OF POWER 95
CHAPTER 6 USING LEVERAGE 97
Anticipation by Toyota and insurgents in Iraq • How Pierre Wack
anticipated the oil crisis and oil prices • Pivot points at 7-Eleven and the
Brandenburg Gate • Harold Williams uses concentration to make the
Getty a world presence in art
CHAPTER? PROXIMATE OBJECTIVES 106
Why Kennedy s goal of landing on the moon was a proximate and strategic
objective • Phyllis Buwalda resolves the ambiguity about the surface of
the moon • A regional business school generates proximate objectives • A
helicopter pilot explains hierarchies of skills • Why what is proximate for
one organization is distant for another
CHAPTER 8 CHAIN-LINK SYSTEMS 116
Challengers O-ring and chain-link systems • Stuck systems at GM and
underdeveloped countries » Marco Tinelli explains how to get a chain-
link system unstuck • IKEA shows how excellence is the flip side of being
stuck
CHAPTER 9 USING DESIGN 124
Hannibal defeats the Roman army in 216 B.C. using anticipation and
a coordinated design of action in time and space • How a design-type
strategy is like a BMW • Designing the Voyager spacecraft at ]PL • The
trade-off between resources and tight configuration • How success leads to
potent resources that, in turn, induce laxity and decline • Design shows
itself as order imposed on chaos-the example ofPaccar s heavy-truck
business
CHAPTER 10 FOCUS 142
A class struggles to identify Crown Cork Seal s strategy • Working
back from policies to strategy • The particular pattern of policy and
segmentation called focus • Why the strategy worked
CHAPTER 11 GROWTH 151
The all-out pursuit of size almost sinks Crown • A noxious adviser at
Telecom Italia • Healthy growth
CHAPTER 12 USING ADVANTAGE 160
Advantage in Afghanistan and in business • Stewart and Lynda Resnick s
serial entrepreneurship • What makes a business interesting • The
puzzle of the silver machine • Why you cannot get richer by simply
owning a competitive advantage • What bricklaying teaches us about
deepening advantage • Broadening the Disney brand • The red tide of
pomegranate juice • Oilfields, isolating mechanisms, and being a moving
target
CHAPTER 13 USING DYNAMICS 178
Capturing the high ground by riding a wave of change • jean-Bernard
Levy opens my eyes to tectonic shifts • The microprocessor changes
everything • Why software is king and the rise of Cisco Systems • How
Cisco rode three interlinked waves of change • Guideposts to strategy in
transitions • Attractor states and the future of the New York Times
CHAPTER 14 INERTIA ANO ENTROPY 202
The smothering effect of obsolete routine at Continental Airlines • Inertia
at AT T and the process of renewal • Inertia by proxy at PSFS and the
DSL business •Applying hump charts to reveal entropy at Denton s •
Entropy at GM
CHAPTER 15 PUTTING IT TOGETHER 223
Nvidia jumps from nowhere to dominance by riding a wave of change
using a design-type strategy • How a game called Quake derailed the
expected march of 3-D graphics • Nvidia s first product fails, and it devises
a new strategy • How a faster release cycle made a difference • Why a
powerful buyer like Dell can sometimes be an advantage • Intel fails twice
in 3-D graphics and SGI goes bankrupt
PART III THINKING LIKE A STRATEGIST 239
CHAPTER 16 THE SCIENCE OF STRATEGY 241
Hughes engineers start to guess at strategies • Deduction is enough only if
you already know everything worth knowing • Galileo heresy trial triggers
the Enlightenment • Hypotheses, anomalies, and Italian espresso bars
• Why Americans drank weak coffee • Howard Schultz as a scientist •
Learning and vertical integration
CHAPTER 17 USING YOUR HEAD 257
A baffling comment is resolved fifteen years later • Frederick Taylor
tells Andrew Carnegie to make a list • Being strategic largely means
being less myopic than your undeliberative self • TiVo and quick closure
• Thinking about thinking • Using mind tools: the kernel, problem-
solution, create-destroy, and the panel of experts
CHAPTER 18 KEEPING YOUR HEAD 276
Can one he independent without being eccentric, doubting without being
a curmudgeon? • Global Crossing builds a transatlantic cable • Build
it for $1.5 and sell it for $8 • The worst industry structure imaginable •
Kurt G odel and stock prices • Why the 2008 financial crisis was almost
certain to occur • The parallels among 2008, the jphnstown Flood, the
Hindenburg, the Hurricane Katrina aftermath, and the gulf oil spill •
How the inside view and social herding blinded people to the coming
financial storm • The common cause of the panics and depressions of
1819, 1837, J873, 1893,and2008
NOTES 299
ACKNOWLEDGMENTS 311
INDEX 313
|
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| spelling | Rumelt, Richard P. Verfasser (DE-588)170129586 aut Good strategy, bad strategy the difference and why it matters Richard P. Rumelt 1. ed. New York, NY Crown Business 2011 XII, 322 S. txt rdacontent n rdamedia nc rdacarrier Strategic planning Strategy Planning Unternehmen (DE-588)4061963-1 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf 1\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Unternehmen (DE-588)4061963-1 s Strategisches Management (DE-588)4124261-0 s DE-604 Strategische Planung (DE-588)4309237-8 s HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=024185058&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Rumelt, Richard P. Good strategy, bad strategy the difference and why it matters Strategic planning Strategy Planning Unternehmen (DE-588)4061963-1 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4061963-1 (DE-588)4309237-8 (DE-588)4124261-0 (DE-588)4522595-3 |
| title | Good strategy, bad strategy the difference and why it matters |
| title_auth | Good strategy, bad strategy the difference and why it matters |
| title_exact_search | Good strategy, bad strategy the difference and why it matters |
| title_full | Good strategy, bad strategy the difference and why it matters Richard P. Rumelt |
| title_fullStr | Good strategy, bad strategy the difference and why it matters Richard P. Rumelt |
| title_full_unstemmed | Good strategy, bad strategy the difference and why it matters Richard P. Rumelt |
| title_short | Good strategy, bad strategy |
| title_sort | good strategy bad strategy the difference and why it matters |
| title_sub | the difference and why it matters |
| topic | Strategic planning Strategy Planning Unternehmen (DE-588)4061963-1 gnd Strategische Planung (DE-588)4309237-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategic planning Strategy Planning Unternehmen Strategische Planung Strategisches Management Fallstudiensammlung |
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