Reviews
" Drawing on a wealth of examples, Rumelt identifies the critical features that distinguish powerful strategies from wimpy ones-and offers a cache of advice on how to build a strategy that is actually worthy of the name . If you're certain your company is already poised to out-perform its rivals and out-run the future, don't buy this book. If, on the other hand, you have a sliver of doubt, pick it up pronto!" --Gary Hamel, co-author of Competing for the Future "..Brilliant & a milestone in both the theory and practice of strategy . & Vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization ." --John Stopford, Chairman TLP International, Professor Emeritus, London Business School " & Penetrating insights provide new and powerful ways for leaders to tackle the obstacles they face. The concepts of "the kernel" and "the proximate objective" are blockbusters. This is the new must-have book for everyone who leads an organization in business, government, or in-between." --Robert A. Eckert, chairman and CEO of Mattel " & . Richly illustrated and persuasively argued & the playbook for anybody in a leadership position who must think and act strategically. " --Michael Useem, Professor of Management at the Wharton School, University of Pennsylvania, and author of The Leadership Moment "& Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem." --James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman. "This is the first book on strategy I have read that I have found difficult to put down. --John Kay, London Business School, " Drawing on a wealth of examples, Rumelt identifies the critical features that distinguish powerful strategies from wimpy ones-and offers a cache of advice on how to build a strategy that is actually worthy of the name . If you're certain your company is already poised to out-perform its rivals and out-run the future, don't buy this book. If, on the other hand, you have a sliver of doubt, pick it up pronto!â --Gary Hamel, co-author of Competing for the Future â..Brilliant & a milestone in both the theory and practice of strategy . & Vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization .â --John Stopford, Chairman TLP International, Professor Emeritus, London Business School â & Penetrating insights provide new and powerful ways for leaders to tackle the obstacles they face. The concepts of "the kernel" and "the proximate objective" are blockbusters. This is the new must-have book for everyone who leads an organization in business, government, or in-between.â --Robert A. Eckert, chairman and CEO of Mattel â & . Richly illustrated and persuasively argued & the playbook for anybody in a leadership position who must think and act strategically. â --Michael Useem, Professor of Management at the Wharton School, University of Pennsylvania, and author of The Leadership Moment â& Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem.â --James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman. âThis is the first book on strategy I have read that I have found difficult to put down. --John Kay, London Business School, "The most interesting business book of 2011." --Financial Times "So much that's said and written about strategy is from my point of view complete junk, that I get excited when I hear someone focusing on strategy in a coherent and useful way...A very good book." --Forbes "The year's best and most original addition to the strategy bookshelf." --Strategy+Business "The whole middle section, about sources of power, is valuable-particularly the explication of the limitations and nuances of competitive advantage." --Inc "Clearly written, thoughtful...This book is painful therapy but a necessary read nonetheless." --Washington Times "Represents the latest thinking in strategy and is peppered with many current real world examples. Good Strategy/Bad Strategy has much to offer and has every chance of becoming a business classic." --Management Today " Drawing on a wealth of examples, Rumelt identifies the critical features that distinguish powerful strategies from wimpy ones-and offers a cache of advice on how to build a strategy that is actually worthy of the name . If you're certain your company is already poised to out-perform its rivals and out-run the future, don't buy this book. If, on the other hand, you have a sliver of doubt, pick it up pronto!" --Gary Hamel, co-author of Competing for the Future "..Brilliant … a milestone in both the theory and practice of strategy . … Vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization ." --John Stopford, Chairman TLP International, Professor Emeritus, London Business School " … Penetrating insights provide new and powerful ways for leaders to tackle the obstacles they face. The concepts of "the kernel" and "the proximate objective" are blockbusters. This is the new must-have book for everyone who leads an organization in business, government, or in-between." --Robert A. Eckert, chairman and CEO of Mattel " … . Richly illustrated and persuasively argued … the playbook for anybody in a leadership position who must think and act strategically. " --Michael Useem, Professor of Management at the Wharton School, University of Pennsylvania, and author of The Leadership Moment "… Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem." --James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman. "This is the first book on strategy I have read that I have found difficult to put down. --John Kay, London Business School, "The most interesting business book of 2011." --Financial Times "So much that's said and written about strategy is - from my point of view - complete junk, that I get excited when I hear someone focusing on strategy in a coherent and useful way...A very good book." --Forbes "The year's best and most original addition to the strategy bookshelf." --Strategy+Business "The whole middle section, about sources of power, is valuable--particularly the explication of the limitations and nuances of competitive advantage." --Inc "Clearly written, thoughtful...This book is painful therapy but a necessary read nonetheless." --Washington Times "Represents the latest thinking in strategy and is peppered with many current real world examples. Good Strategy/Bad Strategy has much to offer and has every chance of becoming a business classic." --Management Today " Drawing on a wealth of examples, Rumelt identifies the critical features that distinguish powerful strategies from wimpy ones--and offers a cache of advice on how to build a strategy that is actually worthy of the name . If you're certain your company is already poised to out-perform its rivals and out-run the future, don't buy this book. If, on the other hand, you have a sliver of doubt, pick it up pronto!" --Gary Hamel, co-author of Competing for the Future "..Brilliant ... a milestone in both the theory and practice of strategy . ... Vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization ." --John Stopford, Chairman TLP International, Professor Emeritus, London Business School " ... Penetrating insights provide new and powerful ways for leaders to tackle the obstacles they face. The concepts of "the kernel" and "the proximate objective" are blockbusters. This is the new must-have book for everyone who leads an organization in business, government, or in-between." --Robert A. Eckert, chairman and CEO of Mattel " ... . Richly illustrated and persuasively argued ... the playbook for anybody in a leadership position who must think and act strategically. " --Michael Useem, Professor of Management at the Wharton School, University of Pennsylvania, and author of The Leadership Moment "... Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem." --James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman. "This is the first book on strategy I have read that I have found difficult to put down. --John Kay, London Business School, " Drawing on a wealth of examples, Rumelt identifies the critical features that distinguish powerful strategies from wimpy ones-and offers a cache of advice on how to build a strategy that is actually worthy of the name . If you're certain your company is already poised to out-perform its rivals and out-run the future, don't buy this book. If, on the other hand, you have a sliver of doubt, pick it up pronto!" --Gary Hamel, co-author of Competing for the Future "..Brilliant … a milestone in both the theory and practice of strategy . … Vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization ." --John Stopford, Chairman TLP International, Professor Emeritus, London Business School " … Penetrating insights provide new and powerful ways for leaders to tackle the obstacles they face. The concepts of "the kernel" and "the proximate objective" are blockbusters. This is the new must-have book for everyone who leads an organization in business, government, or in-between." --Robert A. Eckert, chairman and CEO of Mattel " … . Richly illustrated and persuasively argued … the playbook for anybody in a leadership position who must think and act strategically. " --Michael Useem, Professor of Management at the Wharton School, University of Pennsylvania, and author of The Leadership Moment "… Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem." --James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman. "This is the first book on strategy I have read that I have found difficult to put down. --John Kay, London Business School, "There are precious few books that enable you to not only re-think the way you think but also improve your performance. Richard Rumelt's brilliant Good Strategy/Bad Strategyis one, a milestone in both the theory and practice of strategy. Cutting to the core of what makes the difference between success and being an also-ran, Rumelt uses vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization. - John Stopford, Emeritus Professor, London Business School "Rumelt's new book clearly elevates the discussion of strategy. Using compelling examples and penetrating insights, Good Strategy/Bad Strategyprovides new and powerful ways for leaders to tackle the obstacles they face. The concepts of "The Kernel" and "The Proximate Objective" are blockbusters. This is the new must-have book for everyone who leads an organization--business, government, or in-between." - Robert Eckert, Chairman and CEO of Mattel From the Hardcover edition., "There are precious few books that enable you to not only re-think the way you think but also improve your performance. Richard Rumelt's brilliant Good Strategy/Bad Strategy is one, a milestone in both the theory and practice of strategy. Cutting to the core of what makes the difference between success and being an also-ran, Rumelt uses vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization. - John Stopford, Emeritus Professor, London Business School "Rumelt's new book clearly elevates the discussion of strategy. Using compelling examples and penetrating insights, Good Strategy/Bad Strategy provides new and powerful ways for leaders to tackle the obstacles they face. The concepts of "The Kernel" and "The Proximate Objective" are blockbusters. This is the new must-have book for everyone who leads an organization--business, government, or in-between." - Robert Eckert, Chairman and CEO of Mattel From the Hardcover edition., '..Brilliant & a milestone in both the theory and practice of strategy. & Vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization .' --John Stopford, Chairman TLP International, Professor Emeritus, London Business School ' & Penetrating insights provide new and powerful ways for leaders to tackle the obstacles they face. The concepts of "the kernel" and "the proximate objective" are blockbusters. This is the new must-have book for everyone who leads an organization in business, government, or in-between.' --Robert A. Eckert, chairman and CEO of Mattel '& . Richly illustrated and persuasively argued & the playbook for anybody in a leadership position who must think and act strategically. ' --Michael Useem, Professor of Management at the Wharton School, University of Pennsylvania, and author of The Leadership Moment '& Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem.' --James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman. 'This is the first book on strategy I have read that I have found difficult to put down. --John Kay, London Business School, "The most interesting business book of 2011." --Financial Times "So much that's said and written about strategy is from my point of view complete junk, that I get excited when I hear someone focusing on strategy in a coherent and useful way...A very good book." --Forbes "The year's best and most original addition to the strategy bookshelf." --Strategy+Business "The whole middle section, about sources of power, is valuable-particularly the explication of the limitations and nuances of competitive advantage." --Inc "Clearly written, thoughtful...This book is painful therapy but a necessary read nonetheless." --Washington Times "Represents the latest thinking in strategy and is peppered with many current real world examples. Good Strategy/Bad Strategy has much to offer and has every chance of becoming a business classic." --Management Today " Drawing on a wealth of examples, Rumelt identifies the critical features that distinguish powerful strategies from wimpy ones-and offers a cache of advice on how to build a strategy that is actually worthy of the name . If you're certain your company is already poised to out-perform its rivals and out-run the future, don't buy this book. If, on the other hand, you have a sliver of doubt, pick it up pronto!" --Gary Hamel, co-author of Competing for the Future "..Brilliant ⊠a milestone in both the theory and practice of strategy . ⊠Vivid examples from the contemporary business world and global history that clearly show how to recognize the good, reject the bad, and make good strategy a living force in your organization ." --John Stopford, Chairman TLP International, Professor Emeritus, London Business School " ⊠Penetrating insights provide new and powerful ways for leaders to tackle the obstacles they face. The concepts of "the kernel" and "the proximate objective" are blockbusters. This is the new must-have book for everyone who leads an organization in business, government, or in-between." --Robert A. Eckert, chairman and CEO of Mattel " ⊠. Richly illustrated and persuasively argued ⊠the playbook for anybody in a leadership position who must think and act strategically. " --Michael Useem, Professor of Management at the Wharton School, University of Pennsylvania, and author of The Leadership Moment "⊠Rumelt writes with great verve and pulls no punches as he pinpoints such strategy "sins" as fluff, blue sky objectives, and not facing the problem." --James Roche, former Secretary of the Air Force and president of Electronic Sensors & Systems, Northrop Grumman. "This is the first book on strategy I have read that I have found difficult to put down. --John Kay, London Business School
