000			03006cam a22003974a 4500
001			ocn676726571
003			OCoLC
005			20251028093247.0
008			101203s2011 nyua b 001 0 eng
010			_a 2010050671
035			_a(Sirsi) i9780307886231
040			_aDLC _beng _cDLC _dBTCTA _dYDXCP _dIK2 _dYBM _dORX _dJRS _dBWX _dVP@ _dCDX _dLMR _dSINLB _dBDX _dTULIB _dKMS _dGTA _dMNE _dVF$
019			_a794679862
020			_a9780307886231
020			_a0307886239
035			_a(OCoLC)676726571 _z(OCoLC)794679862
050	0	0	_aHD 30.28 _b.R854 2011
049			_aVF$A
100	1		_aRumelt, Richard P.
245	1	0	_aGood strategy, bad strategy : _bthe difference and why it matters / _cRichard P. Rumelt.
250			_a1st ed.
260			_aNew York : _bCrown Business, _cc2011.
300			_axii, 322 p. : _bill. ; _c25 cm.
504			_aIncludes bibliographical references and index.
505	0		_aGood strategy is unexpected -- Discovering power -- Bad strategy -- Why so much bad strategy? -- The kernel of good strategy -- Using leverage -- Proximate objectives -- Chain-link systems -- Using design -- Focus -- Growth -- Using advantage -- Using dynamics -- Inertia and entropy -- Putting it together -- The science of strategy -- Using your head -- Keeping your head.
520			_aDeveloping and implementing a strategy is the central task of a leader, whether the CEO at a Fortune 100 company, an entrepreneur, 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.' He defines a good strategy as a specific and coherent response to- and an approach for overcoming- the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect in respect to the challenge. Thus, Rumelt argues that the heart of a good strategy is insight into the true nature of the situation, so that the hidden power in a situation can be discerned and an appropriate response be devised. He shows you how insight can be cultivated using a wide variety of tools for guiding your own thinking and to that end he presents nine sources of power- ranging from leverage to effectively focusing on growth- that are eye-opening yet pragmatic tools that can be immediately put to work. -- from Publisher Description
520			_aArgues that a manager's central responsibility is to create and implement strategies, challenges popular motivational practices, and shares anecdotes discussing how to enable action-oriented plans for real-world results.
650		0	_aStrategic planning.
650		0	_aStrategy.
650		0	_aPlanning.
650		7	_aStrategic planning. _2sears
650		7	_aStrategy. _2sears
650		7	_aPlanning. _2sears
994			_aC0 _bVF$
999			_c132418 _d132418