GOOD STRATEGY BAD STRATEGY
THE GROUND-BREAKING BUSINESS CLASSIC FROM THE WORLD'S LEADING AUTHORITY: HOW TO IMPLEMENT ACTION-ORIENTATED STRATEGY THAT WORKS
'A very good book' FORBES
'The most interesting business book of the year' FINANCIAL TIMES
'A necessary read' WASHINGTON TIMES
'The most insightful - and entertaining - commentator on strategy' SIR JOHN KAY
When Richard Rumelt's Good Strategy Bad Strategy was published in 2011, it immediately struck a chord, calling out as bad strategy the mish-mash of pop culture, motivational slogans and business buzz speak so often and misleadingly masquerading as the real thing.
Since then and over 200,000 copies later, his original and pragmatic ideas have won fans around the world and continue to help readers to recognise and avoid the elements of bad strategy and adopt good, action-oriented strategies that honestly acknowledge the challenges being faced and offer straightforward approaches to overcoming them. Strategy should not be equated with ambition, leadership, vision or planning; rather, it is coherent action backed by an argument.
For Rumelt, the heart of good strategy is insight into the hidden power in any situation, and into an appropriate response - whether launching a new product, fighting a war or putting a man on the moon. Drawing on examples of the good and the bad from across all sectors and all ages, he shows how this insight can be cultivated with a wide variety of tools that lead to better thinking and better strategy, strategy that cuts through the hype and gets results.
Edad recomendada: Adultos.
RUMELT RICHARD P
Es uno de los pensadores más influyentes del mundo en Estrategia y Management. Se doctoró en negocios en Harvard Business School, es profesor emérito de la UCLA Anderson y ha asesorado a pequeñas empresas como Samuel Goldwyn Company y a gigantes como Shell International, así como a numerosas organizaciones del ámbito educativo y sin ánimo de lucro. A lo largo de su carrera ha definido la vanguardia de la Estrategia, iniciando su estudio económico sistemático, desarrollando la idea de que las empresas que se centran en las competencias básicas obtienen mejores resultados, y que un rendimiento superior no depende de estar en el sector adecuado, sino que procede de la excelencia individual de una empresa.
