Selected as a Financial Times Best Book of 2013 In Strategy: A History, Sir Lawrence Freedman, one of the world's leading authorities on war and international politics, captures the vast history of strategic thinking, in a consistently engaging and insightful account of how strategy came to pervade every aspect of our lives. The range of Freedman's narrative is extraordinary, moving from the surprisingly advanced strategy practiced in primate groups, to the opposing strategies of Achilles and Odysseus in The Iliad, the strategic advice of Sun Tzu and Machiavelli, the great military innovations of Baron Henri de Jomini and Carl von Clausewitz, the grounding of revolutionary strategy in class struggles by Marx, the insights into corporate strategy found in Peter Drucker and Alfred Sloan, and the contributions of the leading social scientists working on strategy today. The core issue at the heart of strategy, the author notes, is whether it is possible to manipulate and shape our environment rather than simply become the victim of forces beyond one's control. Time and again, Freedman demonstrates that the inherent unpredictability of this environment-subject to chance events, the efforts of opponents, the missteps of friends-provides strategy with its challenge and its drama. Armies or corporations or nations rarely move from one predictable state of affairs to another, but instead feel their way through a series of states, each one not quite what was anticipated, requiring a reappraisal of the original strategy, including its ultimate objective. Thus the picture of strategy that emerges in this book is one that is fluid and flexible, governed by the starting point, not the end point. A brilliant overview of the most prominent strategic theories in history, from David's use of deception against Goliath, to the modern use of game theory in economics, this masterful volume sums up a lifetime of reflection on strategy.
From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips.
Argues that a manager's central responsibility is to create and implement strategies, challenges popular motivational practices, and shares anecdotes discussing how to enable action-oriented plans for real-world results.
... can be the cherry on top. And then lastly, there is social learning, which I actually would argue, for me at least, this is much more than 20 percent of my learning. This is joining communities, networks, coaching, mentoring, ...
SWOTed by strategy models?
The book presents a unique, existential view of strategy that emphasizes strategic debate of the big issues, strategic thinking at all levels of an organization, and the idea that that one can start at many different points and gain ...
Halliday, “Google+ Launch.” 30. The discussion of Telenor throughout this book comes from Jon Fredrik Baksaas (Telenor CEO), interview with authors, June 2014, and is supplemented by other sources where indicated. 31.
And note the tenor of those aspirations: Nike wants to serve every athlete (not just some of them); McDonald's wants to be its customers' favorite place to eat (not just a convenient choice for families on the go). Each company doesn't ...
An Action Guide, Sixth Edition WIlliam H. Tomlinson, Robert G. Murdick, R. Carl Moor Harold C. Babson ... Nickels , W. G. , McHugh , J. M. , and McHugh , S. M. , Understanding Business , 5th ed . , Irwin McGraw - Hill , Burr Ridge ...
Their approach is not secret – it is described in a blow-by-blow account in this book. The book explains for the first time how the leading strategy consultants work.
Challenging traditional views of strategy and operational execution, this book-written by Microsoft executive Steven Sinofsky with Harvard Business School professor Marco Iansiti-describes how you can drive innovation by connecting the ...