Good Strategy Bad Strategy
The Difference and Why It Matters
(Sprache: Englisch)
Good Strategy/Bad Strategy clarifies the 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...
Developing and implementing a strategy is the central task...
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Good Strategy/Bad Strategy clarifies the 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. 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. Yet, 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."
In Good Strategy/Bad Strategy, he debunks these elements of "bad strategy" and awakens an understanding of the power of a "good strategy." He introduces nine sources of power-ranging from using leverage to effectively focusing on growth-that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and 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.
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CHAPTER ONE GOOD STRATEGY IS UNEXPECTED
The rst natural advantage of good strategy arises because other organizations often don t have one. And because they don t expect you to have one, either. A good strategy has coherence, coordinating actions, policies, and resources so as to accomplish an important end. Many organizations, most of the time, don t have this. Instead, they have multiple goals and initiatives that symbolize progress, but no coherent approach to accomplishing that progress other than spend more and try harder.
APPLE
After the 1995 release of Microsoft s Windows 95 multimedia operating system, Apple Inc. fell into a death spiral. On February 5, 1996, BusinessWeek put Apple s famous trademark on its cover to illustrate its lead story: The Fall of an American Icon.
CEO Gil Amelio struggled to keep Apple alive in a world being rapidly dominated by Windows-Intel-based PCs. He cut staff. He reorganized the company s many products into four groups: Macintosh, information appliances, printers and peripherals, and alternative platforms. A new Internet Services Group was added to the Operating Systems Group and the Advanced Technology Group.
Wired magazine carried an article titled 101 Ways to Save Apple. It included suggestions such as Sell yourself to IBM or Motorola, Invest heavily in Newton technology, and Exploit your advantage in the K 12 education market. Wall Street analysts hoped for and urged a deal with Sony or Hewlett-Packard.
By September 1997, Apple was two months from bankruptcy. Steve Jobs, who had cofounded the company in 1976, agreed to return to serve on a reconstructed board of directors and to be interim CEO. Die-hard fans of the original Macintosh were overjoyed, but the general business world was not expecting much.
Within a year, things changed radically at Apple. Although many observers had expected Jobs to rev up the development of advanced products, or engineer a deal with Sun, he
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did neither. What he did was both obvious and, at the same time, unexpected. He shrunk Apple to a scale and scope suitable to the reality of its being a niche producer in the highly competitive personal computer business. He cut Apple back to a core that could survive.
Steve Jobs talked Microsoft into investing $150 million in Apple, exploiting Bill Gates s concerns about what a failed Apple would mean to Microsoft s struggle with the Department of Justice. Jobs cut all of the desktop models there were fteen back to one. He cut all portable and handheld models back to one laptop. He completely cut out all the printers and other peripherals. He cut development engineers. He cut software development. He cut distributors and cut out ve of the company s six national retailers. He cut out virtually all manufacturing, moving it offshore to Taiwan. With a simpler product line manufactured in Asia, he cut inventory by more than 80 percent. A new Web store sold Apple s products directly to consumers, cutting out distributors and dealers.
What is remarkable about Jobs s turnaround strategy for Apple is how much it was Business 101 and yet how much of it was unanticipated. Of course you have to cut back and simplify to your core to climb out of a nancial nosedive. Of course he needed up-to-date versions of Microsoft s Of ce software to work on Apple s computers. Of course Dell s model of Asian supply-chain manufacturing, short cycle times, and negative working capital was the state of the art in the industry and deserved emulation. Of course he stopped the development of new operating systems he had just brought the industry&rsqu
Steve Jobs talked Microsoft into investing $150 million in Apple, exploiting Bill Gates s concerns about what a failed Apple would mean to Microsoft s struggle with the Department of Justice. Jobs cut all of the desktop models there were fteen back to one. He cut all portable and handheld models back to one laptop. He completely cut out all the printers and other peripherals. He cut development engineers. He cut software development. He cut distributors and cut out ve of the company s six national retailers. He cut out virtually all manufacturing, moving it offshore to Taiwan. With a simpler product line manufactured in Asia, he cut inventory by more than 80 percent. A new Web store sold Apple s products directly to consumers, cutting out distributors and dealers.
What is remarkable about Jobs s turnaround strategy for Apple is how much it was Business 101 and yet how much of it was unanticipated. Of course you have to cut back and simplify to your core to climb out of a nancial nosedive. Of course he needed up-to-date versions of Microsoft s Of ce software to work on Apple s computers. Of course Dell s model of Asian supply-chain manufacturing, short cycle times, and negative working capital was the state of the art in the industry and deserved emulation. Of course he stopped the development of new operating systems he had just brought the industry&rsqu
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Autoren-Porträt von Richard Rumelt
Richard Rumelt
Bibliographische Angaben
- Autor: Richard Rumelt
- 2011, 336 Seiten, Masse: 16,9 x 24,4 cm, Gebunden, Englisch
- Verlag: Penguin Random House
- ISBN-10: 0307886239
- ISBN-13: 9780307886231
- Erscheinungsdatum: 08.07.2011
Sprache:
Englisch
Pressezitat
"The most interesting business book of 2011." --Financial TimesSo much that s said and written about strategy is from my point of view complete junk, that I get excited when I hear someone focusing on strategy in a coherent and useful way...A very good book. --Forbes
The year s best and most original addition to the strategy bookshelf." --Strategy+Business
"The whole middle section, about sources of power, is valuable particularly the explication of the limitations and nuances of competitive advantage. --Inc
"Clearly written, thoughtful...This book is painful therapy but a necessary read nonetheless." --Washington Times
"Represents the latest thinking in strategy and is peppered with many current real world examples. Good Strategy/Bad Strategy has much to offer and has every chance of becoming a business classic. --Management Today
"Drawing on a wealth of examples, Rumelt identifies the critical features that distinguish powerful strategies from wimpy ones and offers a cache of advice on how to build a strategy that is actually worthy of the name. If you're certain your company is already poised to out-perform its rivals and out-run the future, don't buy this book. If, on the other hand, you have a sliver of doubt, pick it up pronto! --Gary Hamel, co-author of Competing for the Future
..Brilliant a milestone in both the theory and practice of strategy... Vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization. --John Stopford, Chairman TLP International, Professor Emeritus, London Business School
Penetrating insights provide new and powerful ways for leaders to tackle the obstacles they face. The concepts of "the kernel" and "the proximate objective" are blockbusters. This is the new must-have book for everyone who
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leads an organization in business, government, or in-between. --Robert A. Eckert, chairman and CEO of Mattel
. Richly illustrated and persuasively argued the playbook for anybody in a leadership position who must think and act strategically. --Michael Useem, Professor of Management at the Wharton School, University of Pennsylvania, and author of The Leadership Moment
Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem. --James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman.
This is the first book on strategy I have read that I have found difficult to put down. --John Kay, London Business School
. Richly illustrated and persuasively argued the playbook for anybody in a leadership position who must think and act strategically. --Michael Useem, Professor of Management at the Wharton School, University of Pennsylvania, and author of The Leadership Moment
Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem. --James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman.
This is the first book on strategy I have read that I have found difficult to put down. --John Kay, London Business School
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