Presenting the most recent developments in research and strategy, this text applies these theories and illustrates their implementation in business cases.
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.
Based on the reputable US text, the 2nd Southern African Edition of "Crafting & Executing Strategy" covers what every senior-level or entry-level MBA student in Southern Africa needs to know about crafting, executing and aligning business strategies, through presentation of core concepts and analytical techniques. A separate case and readings sections build on the main text by demonstrating the theory in practice. The core concepts are explained in language that Southern African students can grasp and provide relevant examples as used by small, medium and large SA companies.
How smart companies are opening up strategic initiatives to involve front-line employees, experts, suppliers, customers, entrepreneurs, and even competitors. Why are some of the world’s most successful companies able to stay ahead of disruption, adopting and implementing innovative strategies, while others struggle? It’s not because they hire a new CEO or expensive consultants but rather because these pioneering companies have adopted a new way of strategizing. Instead of keeping strategic deliberations within the C-Suite, they open up strategic initiatives to a diverse group of stakeholders—front-line employees, experts, suppliers, customers, entrepreneurs, and even competitors. Open Strategy presents a new philosophy, key tools, step-by-step advice, and fascinating case studies—from companies that range from Barclays to Adidas—to guide business leaders in this groundbreaking approach to strategy. The authors—business-strategy experts from both academia and management consulting—introduce tools for each of the three stages of strategy-making: idea generation, plan formulation, and implementation. These are digital tools (including strategy contests), which allow the widest participation; hybrid digital/in-person tools (including a “nightmare competitor challenge”); a workshop tool that gamifies the business model development process; and tools that help companies implement and sustain open strategy efforts. Open strategy has an astonishing track record: a survey of 200 business leaders shows that although open-strategy techniques were deployed for only 30 percent of their initiatives, those same initiatives generated 50 percent of their revenues and profits. This book offers a roadmap for this kind of success.
Crafting the Movement presents an explanation of why the Swedish working class so unanimously adopted reformism during the interwar period. Jenny Jansson discusses the precarious time for the labor movement after the Russian Revolution in 1917 that sparked a trend towards radicalization among labor organizations and communist organizations throughout Europe and caused an identity crisis in class organizations. She reveals that the leadership of the Trade Union Confederation (LO) was well aware of the identity problems that the left-wing factions had created for the reformist unions. Crafting the Movement explains how this led labor movement leaders towards a re-formulation of the notion of the worker by constructing an organizational identity that downplayed class struggle and embraced discipline, peaceful solutions to labor market problems, and cooperation with the employers. As Jansson shows, study activities arranged by the Workers' Educational Association became the main tool of the Trade Union Confederation's identity policy in the 1920s and 1930s and its successful outcome paved the way for the well-known "Swedish Model." Thanks to generous funding from Uppsala University, the ebook editions of this book are available as Open Access volumes from Cornell Open (cornellpress.cornell.edu/cornell-open) and other Open Access repositories.
Crafting and Executing Strategy: South African Edition is an adaptation of the worldwide market-leading text by Thompson, Strickland and Gamble. The aim of the book is to effectively and interestingly cover what every senior-level or MBA student in South Africa needs to know about crafting, executing and aligning business strategies. Crafting and Executing Strategy contains a wealth of South African examples and illustration capsules as well as five South African cases to accompany five international cases. The selection includes cases on black economic empowerment, banking, wine, clothing, luxury goods, motor cycle and retail industries. The flexible combination of text, readings and cases allows instructors to teach concepts and analytical tools while also providing a taste of the stimulating literature in strategic management. If required, instructors have the option of packaging access to two different McGraw-Hill Online Simulation Games with the book - either the Business Strategy Game or GLO-BUS (visit http://www.mcgraw-hill.co.uk/sim for more information on these simulation games).
Every leader realizes the importance of an effective communication strategy. But, how do you consistently succeed in telling the story of your brand or organization? It takes a model and a guidebook written by three authors who have spent decades learning the art and science of creating powerful stories for some of the world's best marketing organizations. Crafting Persuasion describes the ABCDE model (audience, behavior, content, delivery and evaluation) in a step by step guide that is as important to storytelling as the 4 P's are to marketing. It is a model that works in any setting. Whether you are an engineer running a start-up or an NGO trying to sway public opinion or a CEO evaluating a marketing plan or a government officer charged with communicating a critical message or policy, this book is for you. The strategic principles of Crafting Persuasion have been taught over the past decade at the U.S. State Department and other leading organizations. It is designed for those who have the responsibility to persuade an audience, but never had any formal training on how to do this. It is filled with real world examples from the business and non-profit worlds, along with an enlightening companion website (www.craftingpersuasion.com). So, regardless of your communication challenge, Crafting Persuasion will show you how to create a communication strategy to win over audiences and reach your personal and professional goals.