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Good Strategy-Bad Strategy The Difference and Why It Matters

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ISBN-10: 0307886239

ISBN-13: 9780307886231

Edition: 2010

Authors: Richard P. Rumelt

List price: $39.95
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Book details

List price: $39.95
Copyright year: 2010
Publisher: Knopf Doubleday Publishing Group
Publication date: 7/19/2011
Binding: Hardcover
Pages: 336
Size: 6.50" wide x 9.50" long x 1.00" tall
Weight: 1.584
Language: English

Introduction: Overwhelming Obstacles
Good and Bad Strategy
Good Strategy is Unexpected
How Steve Jobs saved Apple
Business 101 is surprising
General Schwarzkopf's strategy in Desert Storm
Why �Plan A� remains a surprise
Discovering Power
David and Goliath is a basic strategy story
Discovering Wal-Mart's secret
Marshall and Roche's strategy for competing with the Soviet Union
Bad Strategy
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
Why So Much Bad Strategy?
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
The Kernel of Good Strategy
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
Sources of Power
Using Leverage
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 Gettya world presence in art
Proximate Objectives
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
Chain-Link Systems
Challenger's 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
Using Design
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 JPL
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 of Paccar's heavy-truck business
Focus
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
Growth
The all-out pursuit of size almost sinks Crown
A noxious adviser at Telecom Italia
Healthy growth
Using Advantage
Advantage in Afghanistan and in business
Stewart and Lynda Resnick 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
Oil fields, isolating mechanisms, and being a moving target
Using Dynamics
Capturing the high ground by riding a wave of change
Jean-Bernard L�vy 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
Inertia and Entropy
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
Putting it Together
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
Thinking Like a Strategist
The Science of Strategy
Hughes engineers start to guess at strategies
Deduction is enough only if you already know everything worth knowing
Galileo heresy trial triggers the Enlightenment
Plypotheses, anomalies, and Italian espresso bars
Why Americans drank weak coffee
Howard Schultz as a scientist
Learning and vertical integration
Using Your Head
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
Keeping Your Head
Can one be 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�del and stock prices
Why the 2008 financial crisis was almost certain to occur
The parallels among 2008, the Johnstown 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, 1873, 1893, and 2008
Notes
Acknowledgments
Index