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1、PraiseforGoodStrategy/BadStrategy“Rumelt’snewbookclearlyelevatesthediscussionofstrategy.Usingcompellingexamplesandpenetratinginsights,GoodStrategy/BadStrategyprovidesnewandpowerfulwaysforleaderstotackletheobstaclestheyface.Theconceptsof‘thekernel’and‘theproximateobjective’areblockbusters.
2、Thisisthenewmust-havebookforeveryonewholeadsanorganizationinbusiness,government,orinbetween.”—RobertA.Eckert,chairmanandCEOofMattel“Rumelt’snon–fastfoodapproachtostrategyisterrific.Apleasuretoread,thisbookexplainswhatis,andwhatisnot,goodstrategyandgoodstrategicthinking.Theexamples,stories
3、,andanecdoteskeptmeengagedthroughoutthiswell-writtenbook.”—BrianFarrell,chairman,president,andCEOofTHQInc.“Inhisprovocativenewbook,RichardRumeltlaysbareanuncomfortabletruth:Mostcompanieshavestrategiesthatarequixotic,muddled,andundifferentiated.Thisishardlysurprising,sinceinrecentyearsthev
4、eryideaof‘strategy’hasbeendumbeddownbyadelugeofnaïveadviceandsimplisticframeworks.Rumeltcutsthroughtheclutterandremindsmanagersthattheessenceofstrategyisaclearanddifferentiatedpointofviewthatsupportsforcefulandcoherentaction.Drawingonawealthofexamples,Rumeltidentifiesthecriticalfeaturesth
5、atdistinguishpowerfulstrategiesfromwimpyones—andoffersacacheofadviceonhowtobuildastrategythatisactuallyworthyofthename.Ifyou’recertainyourcompanyisalreadypoisedtooutperformitsrivalsandoutrunthefuture,don’tbuythisbook.If,ontheotherhand,youhaveasliverofdoubt,pickituppronto!”—GaryHamel,coaut
6、horofCompetingfortheFuture“RichardRumeltreally‘getsit’!Toomanystrategybooksdelveintoesotericsubjectsandforgetthatastrategyisreallyaboutaction.Rumeltreinforcesthatastrategyisthesetofactionsanorganizationorteamshouldimplementand,justasimportant,theactionsanorganizationshouldavoidastheydrive
7、forwardintheirmarket.AsGeneralGeorgeS.Pattonisoftquoted,‘Agoodplanviolentlyexecutednowisbetterthanaperfectplanexecutednextweek.’GoodStrategy/BadStrategyfocusesthereaderondevelopingasetofactionsaroundidentifiedtriggerpointsandpassionatelyimplementingthoseactions.Theb
