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好战略坏战略 英文原版 Good Strategy/Bad Strategy |  |
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好战略坏战略 英文原版 Good Strategy/Bad Strategy | |
Even though everyone is talking about it, there is no concept in business today more muddled than 'strategy'. Richard rumelt, described by mckinsey quarterly as 'a giant in the field of strategy' and 'strategy's strategist', tackles this problem head-on in a jargon-free explanation of how to develop and take action on strategy, in business, politics and beyond. Rumelt dispels popular misconceptions about strategy - such as confusing it with ambitions, visions or financial goals - by very practically showing that a good strategy focuses on the challenges a business faces, and providing an insightful new approach for overcoming them. His sharp analysis and his brilliant, bold style make his book stand out from its competitors (something that rumelt himself says is crucial). Rumelt has always challenged dominant thinking, ever since, in 1972, he was the first person to uncover a statistical link between corporate strategy and profitability - and this is his long-awaited tour de force.
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Rumelt's `Good Strategy Bad Strategy' provides a refreshing, straight-forward take on business strategy basics. Written in an informal tone, the reader can immediately connect with the author. The book demonstrates strategies from large corporations and his personal anecdotes. Rumelt cuts through the common strategy jargon and differentiates real strategy from misguided goal setting. The book follows this pattern, through Chapter 6, at least. Then somewhat unexpectedly, the book turns from `straight-shooting' business strategy to theoretical concepts and meandering stories, leaving the reader wondering, `where exactly this book is headed'.
On the positive side, the book is worth its purchase price for the clarity Rumelt offers on how to create good strategy. He uses the `kernel' method emphasizing the need to identify the structure of a current business challenge, choosing a `guiding policy' for dealing with the challenge, and lastly designing a series of actions or resource allocations in order to implement the `guiding policy'. With his solid advice and focus on action items as the underlying mechanism for effective business strategy, it begs the question in today's market, `how can so many of today's corporations issue strategies that are `fluff' and no action. Rumelt hits the nail on the head with the majority of the examples he uses, one of which, after peeling away the layers of a corporate bank's `strategy' the core message is a bank exists to be a bank. Rumelt uses the bank example to show what strategy is not. Strategy is not a goal setting, is not a budget and is not a laundry list of lofty desirable outcomes. Good strategy is specific and action-oriented.
In the same vein, another positive point for the `Good Strategy Bad Strategy' content is that Rumelt identifies the core element to initiating a good strategy: "discovering the critical factors in a situation" and creating a set of actions to deal with the situation. The emphasis on taking action is a key component of the book. It is often missing in the cultural jargon and `fluff' that other strategic books espouse. In this book, strategy is not disguised as a company's mission and/or values. Additionally, Rumelt highlights that a coherent strategy does not consist of companies with too many objectives; as this ultimately results in a loss of focus.
On the other side of the coin, after Chapter 6 the reader will need to have patience to work through the concepts and examples Rumelt presents. It would be most beneficial if the reader is already well-versed in management strategy and/or has years of on the job experience in order to best apply and thoroughly understand his examples on proximate objectives, chain-link systems and inertia and entropy. The examples come more from his personal consulting experiences and the demonstrative stories are not as direct and to the point as the examples in his first few chapters. The overarching concepts are relevant to strategy, but again unless the reader is well-versed in management strategy the application or replication of these concepts may prove difficult.
Overall, `Good Strategy Bad Strategy' is a recommended read for those interested in business strategy. The no-nonsense approach is refreshing and there are definite `pearls' of strategic wisdom in the book. There are a myriad of examples from history and business cases in which Rumelt's strategic advice draws upon. However, the reader should keep in mind that the later sections of the book are lackluster compared to the first few chapters. With that said, the book should still be given a chance and is worth its investment. All in all, the book is a `mixed bag', but take a chance and see for yourself.
I am not a strategy specialist. I run a small business and am currently co-chair of a study task force appointed to deal with issues facing our local (UMC) church. Over the years I have looked at a number of books about business planning and strategy and have found interesting things but have always felt that they were written for someone who had to "sound smart" in some meeting or presentation.
I was visiting my brother's house and started reading his copy of Good Strategy/Bad Strategy one evening. I stayed up until 3 a.m. to finish it. There is a wealth of practical wisdom here that is presented without jargon and with a nice garnish of wit.
At first I assumed the "bad strategy" concept would apply to big companies and that I could breeze through it. But, as I got ahold of the argument, I began to see bad strategy all around me. It's there in state government, in the school system, in town planning, at a park where I am a trustee, and, of course, in Washington D.C. This idea has been a real eye-opener to me and I hope that it reaches a wide audience. The benefit is not just to strategy experts, but to ordinary people who need a way of understanding what is right and wrong with the institutions around them.
Even more than the "bad strategy" idea, I found the author's approach invigorating and empowering. Dr. Rumelt doesn't tell you what to do to make a good strategy. Instead, he says that it is the product of insight. In addition, he tells us that a strategy can't be "proven" to be correct. It is simply a good guess ("hypothesis") about what will work. (I sort-of always knew this, but couldn't articulate it in the face of so much expert blather about the best way to plan.) But, he then explains ways of thinking that help generate insight. A strategy is the solution to a problem, he says, so work very hard on defining and understanding the problem. Your insights about strategy will grow with your understanding of the challenge being faced. A strategy is not just about the future, he tells us, which means that we need to set a proximate objective, one that we can focus on getting done now. The proximate objective should be a task, not some performance goal. A good strategy, he explains, concentrates energy where it will have the most effect.
Good Strategy/Bad Strategy has had an immediate effect on our parish study group. I saw that we were building what the book terms a "dog's dinner" strategy and that we needed to focus on a critical "proximate objective." Dr. Rumelt, gives examples, but wisely doesn't tell you much about what your objective should be. Instead, he suggests that the group seek to discover the one thing, the one task, that is doable and which, when accomplished, would make the most difference. No fancy charts or diagrams, just a big WOW!
I don't rate many of my purchases on here, but this book has become such a mainstay in my marketing consultancy references, that I had to review it. I've read it twice from cover to cover, and a dozen other times I've skimmed, jumped and searched the appendix. I have highlights, notes, pictures, dog ears and bookmarks on virtually every paragraph, and it's actually the only book I keep in my bag -- right next to my laptop.
Three ways it helped me:
IT DEFINED STRATEGY
If you were to ask 20 people in business, "How do you define strategy?", you would get 20 different answers. This book resulted in me being able to define it for my clients, but also acknowledge how it's
PER THE NAME - IT CALLED OUT BAD STRATEGY
For years in my startup and advertising career, I always struggled with pinpointing why most strategies didn't seem like actual strategies; they seemed like fluffy B.S. Per the name of this book, I realized after reading GOOD STRATEGY, BAD STRATEGY that what I was seeing was perfectly-defined bad strategy. And I learned that I wasn't an outsider for thinking this, I was actually thinking about it better.
IT LEVEL-SET ME!
I was also humbled a bit by this book. I used to always talk a little big-time like my strategic thinking made me too good for execution and tactics. Surprisingly, Rumelt focuses heavily on the importance of tactics and execution as a part of strategy. And the way he explained it made total sense, and actually got me excited about the small details.
If you're in business, you need this book.
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