The Crux: How Leaders Become Strategists
Despite the roar of voices wanting to equate strategy with ambition, leadership, “vision,” planning, or the economic logic of competition, strategy is none of these. The core of strategy work is always the same: discovering the critical factors in a situation and designing a way of coordinating and focusing actions to deal with those factors.
Richard Rumelt • Good Strategy Bad Strategy: The Difference and Why It Matters
The most subtle aspect of “thinking strategically” lies in “knowing what needs to happen.”
Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization
The first part is judgment about which issues are truly important and which are secondary. The second part is judgment about the difficulties of dealing with these issues. And the third part is the ability to focus, to avoid spreading resources too thinly, not trying to do everything at once. The combination of these three parts lead to a focus on
... See moreRichard Rumelt • The Crux: How Leaders Become Strategists
we always hope that a brilliant insight or very clever design will allow us to accomplish several apparently conflicting objectives with a single stroke, and occasionally we are vouchsafed this kind of deliverance. Nevertheless, strategy is primarily about deciding what is truly important and focusing resources and action on that objective. It is a
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