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| Introduction: Overwhelming Obstacles | |
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| Good and Bad Strategy | |
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| Good Strategy is Unexpected | |
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| How Steve Jobs saved Apple | |
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| Business 101 is surprising | |
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| General Schwarzkopf's strategy in Desert Storm | |
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| Why �Plan A� remains a surprise | |
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| Discovering Power | |
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| David and Goliath is a basic strategy story | |
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| Discovering Wal-Mart's secret | |
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| Marshall and Roche's strategy for competing with the Soviet Union | |
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| Bad Strategy | |
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| Is U.S. national security strategy just slogans? | |
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| How to recognize fluff | |
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| Why not facing the problem creates bad strategy | |
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| Chad Logan's 20/20 plan mistakes goals for strategy | |
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| What's wrong with a dog's dinner of objectives? | |
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| How blue-sky objectives miss the mark | |
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| Why So Much Bad Strategy? | |
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| Strategy involves choice, and DEC's managers can't choose | |
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| The path from charisma to transformational leadership to fill-in-the-blanks template-style strategy | |
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| New Thought from Emerson to today and how it makes strategy seem superfluous | |
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| The Kernel of Good Strategy | |
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| The mixture of argument and action lying behind any good strategy | |
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| Diagnosing Starbucks, K-12 schools, the Soviet challenge, and IBM | |
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| Guiding policies at Wells Fargo, IBM, and Stephanie's market | |
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| The president of the European Business Group hesitates to act | |
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| Incoherent action at Ford | |
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| Centralization, decentralization, and Roosevelt's strategy in WWII | |
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| Sources of Power | |
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| Using Leverage | |
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| Anticipation by Toyota and insurgents in Iraq | |
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| How Pierre Wack anticipated the oil crisis and oil prices | |
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| Pivot points at 7-Eleven and the Brandenburg Gate | |
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| Harold Williams uses concentration to make the Gettya world presence in art | |
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| Proximate Objectives | |
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| Why Kennedy's goal of landing on the moon was a proximate and strategic objective | |
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| Phyllis Buwalda resolves the ambiguity about the surface of the moon | |
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| A regional business school generates proximate objectives | |
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| A helicopter pilot explains hierarchies of skills | |
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| Why what is proximate for one organization is distant for another | |
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| Chain-Link Systems | |
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| Challenger's O-ring and chain-link systems | |
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| Stuck systems at GM and underdeveloped countries | |
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| Marco Tinelli explains how to get a chain-link system unstuck | |
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| IKEA shows how excellence is the flip side of being stuck | |
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| Using Design | |
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| Hannibal defeats the Roman army in 216 B.C. using anticipation and a coordinated design of action in time and space | |
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| How a design-type strategy is like a BMW | |
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| Designing the Voyager spacecraft at JPL | |
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| The trade-off between resources and tight configuration | |
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| How success leads to potent resources that, in turn, induce laxity and decline | |
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| Design shows itself as order imposed on chaos-the example of Paccar's heavy-truck business | |
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| Focus | |
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| A class struggles to identify Crown Cork & Seal's strategy | |
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| Working back from policies to strategy | |
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| The particular pattern of policy and segmentation called �focus� | |
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| Why the strategy worked | |
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| Growth | |
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| The all-out pursuit of size almost sinks Crown | |
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| A noxious adviser at Telecom Italia | |
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| Healthy growth | |
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| Using Advantage | |
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| Advantage in Afghanistan and in business | |
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| Stewart and Lynda Resnick serial entrepreneurship | |
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| What makes a business �interesting� | |
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| The puzzle of the silver machine | |
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| Why you cannot get richer by simply owning a competitive advantage | |
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| What bricklaying teaches us about deepening advantage | |
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| Broadening the Disney brand | |
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| The red tide of pomegranate juice | |
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| Oil fields, isolating mechanisms, and being a moving target | |
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| Using Dynamics | |
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| Capturing the high ground by riding a wave of change | |
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| Jean-Bernard L�vy opens my eyes to tectonic shifts | |
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| The microprocessor changes everything | |
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| Why software is king and the rise of Cisco Systems | |
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| How Cisco rode three interlinked waves of change | |
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| Guideposts to strategy in transitions | |
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| Attractor states and the future of the New York Times | |
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| Inertia and Entropy | |
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| The smothering effect of obsolete routine at Continental Airlines | |
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| Inertia at AT&T and the process of renewal | |
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| Inertia by proxy at PSFS and the DSL business | |
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| Applying hump charts to reveal entropy at Denton's | |
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| Entropy at GM | |
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| Putting it Together | |
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| Nvidia jumps from nowhere to dominance by riding a wave of change using a design-type strategy | |
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| How a game called Quake derailed the expected march of 3-D graphics | |
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| Nvidia's first product fails, and it devises a new strategy | |
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| How a faster release cycle made a difference | |
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| Why a powerful buyer like Dell can sometimes be an advantage | |
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| Intel fails twice in 3-D graphics and SGI goes bankrupt | |
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| Thinking Like a Strategist | |
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| The Science of Strategy | |
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| Hughes engineers start to guess at strategies | |
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| Deduction is enough only if you already know everything worth knowing | |
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| Galileo heresy trial triggers the Enlightenment | |
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| Plypotheses, anomalies, and Italian espresso bars | |
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| Why Americans drank weak coffee | |
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| Howard Schultz as a scientist | |
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| Learning and vertical integration | |
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| Using Your Head | |
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| A baffling comment is resolved fifteen years later | |
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| Frederick Taylor tells Andrew Carnegie to make a list | |
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| Being �strategic� largely means being less myopic than your undeliberative self | |
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| TiVo and quick closure | |
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| Thinking about thinking | |
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| Using mind tools: the kernel, problem-solution, create-destroy, and the panel of experts | |
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| Keeping Your Head | |
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| Can one be independent without being eccentric, doubting without being a curmudgeon? | |
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| Global Crossing builds a transatlantic cable | |
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| Build it for $1.5 and sell it for $8 | |
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| The worst industry structure imaginable | |
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| Kurt G�del and stock prices | |
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| Why the 2008 financial crisis was almost certain to occur | |
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| The parallels among 2008, the Johnstown Flood, the Hindenburg, the Hurricane Katrina aftermath, and the gulf oil spill | |
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| How the inside view and social herding blinded people to the coming financial storm | |
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| The common cause of the panics and depressions of 1819, 1837, 1873, 1893, and 2008 | |
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| Notes | |
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| Acknowledgments | |
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| Index | |