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Highlights From medium.com
Good strategy almost always looks this simple and obvious and does not take a thick deck of PowerPoint slides to explain. It does not pop out of some “strategic management” tool, matrix, chart, triangle, or fill-in-the-blanks scheme. Instead, a talented leader identifies the one or two critical issues in the situation—the pivot points that can mult... See more
Richard Rumelt • Good Strategy Bad Strategy: The Difference and Why It Matters
The first 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 mult
... See moreRichard Rumelt • Good Strategy Bad Strategy: The Difference and Why It Matters
Carl Lang was attempting to deduce a strategy from strategy “frameworks” such as Porter’s “Five Forces” or Kim and Mauborgne’s “Blue Ocean Strategy Canvas.” But such frameworks are designed to call attention to what might be important in a situation. They do not, indeed cannot, guide one to specific actions. Others try to deduce strategies from des
... See moreRichard P. Rumelt • The Crux: How Leaders Become Strategists
Bungay argues that friction creates three gaps. First, a knowledge gap arises when we engage in planning or acting due to the necessarily imperfect state of the information we have to hand, and our need to making assumptions and interpret that information. Second, an alignment gap is the result of people failing to do things as planned, perhaps due
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