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- Herausgeber: Business Book Summaries
- Kategorie: Fachliteratur
- Sprache: Englisch
The must-read summary of Richard Rumelt's book: "Good Strategy Bad Strategy: The Difference and Why It Matters".
This complete summary of the ideas from "Good Strategy Bad Strategy" explains what strategy is and exposes the three elements of a good strategy: diagnosis, guiding policy, and coherent actions, thus effectively providing you with the tools necessary to identify, devise and implement a good strategy.
Added- value of this summary:
• Save time
• Understand the key concepts
• Enhance your knowledge of management and leadership
To learn more read "Good Strategy Bad Strategy" and figure out how to advance your organisation’s interests!
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Seitenzahl: 35
Veröffentlichungsjahr: 2014
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Book PresentationGood Strategy Bad Strategy by Richard Rumelt
Book Abstract
About the Author
Important Note About This Ebook
Summary of Good Strategy Bad Strategy (Richard Rumelt)
1. Good Strategy vs. Bad Strategy – The Defining Differences
2. The Nine Sources of Power For Good Strategies
3. How To Think Like a Strategist
Book PresentationGood Strategy Bad Strategy by Richard Rumelt
Book Abstract
MAIN IDEA
Strategy is not what many people think it is. You don’t develop a strategy by using a fill-in-the-blanks mission statement blathering about how you will be world class in some field or another. Nor is strategy a declaration of war that you will hunker down and work hard to increase sales by twenty percent a year while simultaneously growing your profits. Neither effort, financial projections, platitudes or wishes about a prosperous future are strategy.
Pure and simple a strategy is the way you will deal with a high-stakes challenge. It’s the way you’ve developed to cohesively and intelligently respond to that challenge and move forward. Strategy is about how your organization will move forward.
A good strategy always contains three elements:
“The words ‘strategy’ and ‘strategic’ are often sloppily used to mark decisions made by the highest-level officials. However, when you speak of ‘strategy,’ you should not simply be marking the pay grade of the decision maker. Rather, the term ‘strategy’ should mean a cohesive response to an important challenge. A good strategy includes a set of coherent actions. They are not ‘implementation’ details; they are the punch of the strategy. A strategy that fails to define a variety of plausible and feasible immediate actions is missing a critical component. Doing strategy is figuring out how to advance the organization’s interests. Of course, a leader can set goals and delegate to others the job of figuring out what to do. But that is not strategy – skip the spin and call it goal setting.”
– Richard Rumelt
About the Author
RICHARD RUMELT is Professor of Business & Science at UCLA’s graduate school of business and management. In addition to his academic work, Dr. Rumelt is a consultant to nonprofits and firms such as the Samuel Goldwyn Company, Shell International and many others. Dr. Rumelt is considered to be one of the founders of the resource-based view of strategy which explains performance in terms of unique specialized resources. He has previously served on the faculty of the Harvard Business School, INSEAD, France and as president of the Strategic Management Society. Dr. Rumelt is a graduate of the University of California, Berkeley and Harvard Business School.
The Web site for this book is atwww.goodbadstrategy.com
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Good Strategy Bad Strategy (Richard Rumelt)
1. Good Strategy vs. Bad Strategy – The Defining Differences
Bad strategy is more than just the absence of good strategy. All too often, bad strategy consists of nothing more than platitudes, unrealistic goals and warm-and-fuzzy sounding slogans. Good strategy, by contrast, specifies how the organization will focus its resources to respond to a challenge and move forward. Good strategy has three parts:
For any business, there are two sources of strength which are huge and naturally important. These are:
The unfortunate reality is good business strategies are reasonably rare and somewhat unexpected. Most organizations don’t have a business strategy which provides them with coherence so actions, policies and resources can be applied to the accomplishment of an important end. All too often, there are unconnected targets, incompatible interests and a laundry list of desirable outcomes rather than a robust strategy.
“Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is as much about what an organization does not do as it is about what it does.”
– Richard Rumelt
