Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions.

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.

In the last century water policies relied on the construction of massive infrastructure in the form of dams, pipelines, and complex centralized treatment plants to meet human demands. These facilities brought tremendous benefits, but they also had serious and often unanticipated social, economic and environmental costs. Demand for water is one of the major challenges of the current century, but past approaches are no longer sufficient.

This book approaches strategy-making in a way that is designed to assist most organizations develop strategy appropriate to their size, purpose and resources. It provides a much-needed guide to the strategy-making process by: elaborating the key concepts and theories of strategic management; by illustrating through case vignettes the issues inherent in the process of strategy-making; and by providing extensive and detailed practical guidelines on the methods, techniques and tools employed in the case vignettes. Key themes explored are: the crucial significance of political feasibility; the role of participation; emphasis on stakeholder management; thinking about alternative futures within the overall process of stra

An expansive and accessible primer on Alabama state politics, past and present, which provides an in-depth appreciation and understanding of the twenty-second state’s distinctive political machinery Why does Alabama rank so low on many of the indicators of quality of life? Why did some of the most dramatic developments in the civil rights revolution of the 1960s take place in Alabama? Why is it that a few interest groups seem to have the most political power in Alabama? William H. Stewart’s Alabama Politics in the Twenty-First Century explores these questions and more, illuminating many of the often misunderstood details of contemporary Alabama politics in this cohesive and comprehensive publication. The Alabama state government, especially as a specimen of Deep South politics, is a topic of frequent discussion by its general public—second only to college football. However, there remains a surprising lack of literature focusing on the workings of the state’s bureaucracy in an extensive and systematic way. Bearing in mind the Yellowhammer State’s long and rich political history, Stewart concentrates on Alabama’s statecraft from the first decade of the twenty-first century through the November 2010 elections and considers what the widespread Republican victories mean for their constituents. He also studies several different themes prominent during the 2010 elections, including the growing number and influence of special interest groups, the respective polarization of whites and blacks into the Republican and Democratic parties, and the increasingly unwieldy state constitution. This fascinating and revealing text provides a wealth of information about an extremely complex state government. Featuring detailed descriptions of important concepts and events presented in a thorough and intelligible manner, Alabama Politics in the Twenty-First Century is perfect for scholars, students, everyday Alabamians, or anyone who wants the inside scoop on the subtle inner workings of the Cotton State’s politics.

You think you have a winning strategy. But do you? Executives are bombarded with bestselling ideas and best practices for achieving competitive advantage, but many of these ideas and practices contradict each other. Should you aim to be big or fast? Should you create a blue ocean, be adaptive, play to win—or forget about a sustainable competitive advantage altogether? In a business environment that is changing faster and becoming more uncertain and complex almost by the day, it’s never been more important—or more difficult—to choose the right approach to strategy. In this book, The Boston Consulting Group’s Martin Reeves, Knut Haanæs, and Janmejaya Sinha offer a proven method to determine the strategy approach that is best for your company. They start by helping you assess your business environment—how unpredictable it is, how much power you have to change it, and how harsh it is—a critical component of getting strategy right. They show how existing strategy approaches sort into five categories—Be Big, Be Fast, Be First, Be the Orchestrator, or simply Be Viable—depending on the extent of predictability, malleability, and harshness. In-depth explanations of each of these approaches will provide critical insight to help you match your approach to strategy to your environment, determine when and how to execute each one, and avoid a potentially fatal mismatch. Addressing your most pressing strategic challenges, you’ll be able to answer questions such as: • What replaces planning when the annual cycle is obsolete? • When can we—and when should we—shape the game to our advantage? • How do we simultaneously implement different strategic approaches for different business units? • How do we manage the inherent contradictions in formulating and executing different strategies across multiple businesses and geographies? Until now, no book brings it all together and offers a practical tool for understanding which strategic approach to apply. Get started today.

By taking into account strategic interactions, it is possible to predict and therefore to foster more peaceful relations among and within states. Strategy provides a useful forecasting tool for relations between various types of actors (individuals, groups, non-governmental organizations, states, international organization of states) that are fraught or otherwise difficult. Finally, although strategy is initially a difficult form of analysis, the individual steps are not – its powers for helping to cope with uncertainty and the unexpected can be harnessed for the greater common good. The present book proposes a step-by-step method for the analysis of events of international significance. At the core of this proposal is the notion that values and action are the two basic building blocks of all human behavior, including those of actors on the international stage. Values are timeless, universal, uncontroversial notions that virtually every community cherishes: survival, justice, economy, self-fulfillment, or self-respect."--pub. description.