Good Strategy Bad Strategy

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(美)理查德·鲁梅尔特, 《经济学人》评他为“当今25位对管理理念和公司行为最具世界影响力的思想家之一”。

麦肯锡公司则将其形容为“战略中的战略家”。

他是加州大学洛杉矶分校约翰·安德森管理学院教授,在著名的欧洲工商管理学院任教多年。他为全球知名跨国公司担任管理咨询,以其多年的企业管理咨询和研究经验,提出关于战略管理的深刻见解,帮助企业理清思路,迎接挑战。

出版者:Crown Business
作者:Richard Rumelt
出品人:
页数:336
译者:
出版时间:2011-7-19
价格:USD 28.00
装帧:Hardcover
isbn号码:9780307886231
丛书系列:
图书标签:
  • Strategy 
  • 管理 
  • 战略 
  • Business 
  • 思维 
  • 英文原版 
  • 战略管理 
  • 商业 
  •  
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Clears out the mumbo jumbo and muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world

Developing and implementing a strategy is the central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, a church pastor, the head of a school, or a government official. Richard Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” He debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.”

A good strategy is a specific and coherent response to—and approach for overcoming—the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in challenges as varied as putting a man on the moon, fighting a war, launching a new product, responding to changing market dynamics, starting a charter school, or setting up a government program. Rumelt’s

nine sources of power—ranging from using leverage to effectively focusing on growth—are eye-opening yet pragmatic tools that can be put to work on Monday morning.

Surprisingly, a good strategy is often unexpected because most organizations don’t have one. Instead, they have “visions,” mistake financial goals for strategy,

and pursue a “dog’s dinner” of conflicting policies and actions.

Rumelt argues that the heart of a good strategy is insight—into the true nature of the situation, into the hidden power in a situation, and into an appropriate response. He shows you how insight can be cultivated with a wide variety of tools for guiding your

own thinking.

Good Strategy/Bad Strategy uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis.

Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.

具体描述

读后感

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策略首先是一种选择,只有在资源不足的时候才需要选择,因此才有策略。如果一个人或者机构有无限的资源,那他想怎么做都行,所以是不需要策略的。 策略必定是选择放弃一些东西,把资源集中到另外一些东西上面去。因此一个策略的反面依然是一个策略,只是取舍的东西互换了而已。...  

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宁向东老师课上推荐的书,但说实话我并不觉得这是本好书。。。很大一部分原因应该归咎于宁老师在课堂上已经把这本书写得比较好的第一篇做了精彩的总结,导致我满怀期待读完之后的内容后大失所望。 最大的问题在于案例。商业案例比较少,很多案例来自于战争和历史,我一度怀疑自...  

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断断续续把这本书看完了。我给出的评分是四星。 首先,不得不说作者的工作做的非常到位,具体案例有近百个吧,充分说明了作者的原意;内容很详实,我一开始看的时候甚至有一种教科书的感觉。其次,这本书的主要缺点是自己位于教科书和通识读物之间摇摆,没有找出关于书籍的定位...  

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《好战略坏战略》这本书对反思和更新企业战略有很好的借鉴作用。 我从书里整理了一个“好战略坏战略Checklist”,可以借此来对照,你所在或所观察的企业战略是否拥有“好战略”的必要要素。 1. 是否在多个方向中做了抉择,而不是试图同时照顾到多种冲突的诉求和利益? 2.是否明...

用户评价

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花了整整一个学期读完这本书,但仍有太多细节值得一再推敲。190916-1221

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本人的第一本纯英文书籍,推荐并纪念一下。

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尼玛。。我在给出版社翻译这本书啊!!!!!

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对于好策略的基本结构以及解释非常有帮助 不过干货都在前半 后半基本就是拿故事来填书了

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很有启发~

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