Sublime
An inspiration engine for ideas
Strategy is about how an organization will move forward.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
Schultz formed a strategic hypothesis—the Italian espresso experience could be re-created in America and the public would embrace it.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
For any business person, "Me too' won't do" feels right intuitively. Action, creation, risk-these lie at the root of invention. Business value does not start with bloodless analytics. Passion, monomania and domain mastery fuel invention and so are central. The compelling continuing contribution of founders demonstrates this. Planning rare
... See moreHamilton Helmer • 7 Powers: The Foundations of Business Strategy
The core content of a strategy is a diagnosis of the situation at hand, the creation or identification of a guiding policy for dealing with the critical difficulties, and a set of coherent actions.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
fundamental sources of power used in good strategies: leverage, proximate objectives, chain-link systems, design, focus, growth, advantage, dynamics, inertia, and entropy.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
bad strategy covers up its failure to guide by embracing the language of broad goals, ambition, vision, and values.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
This section of the book explores a number of fundamental sources of power used in good strategies: leverage, proximate objectives, chain-link systems, design, focus, growth, advantage, dynamics, inertia, and entropy.
Richard Rumelt • Good Strategy Bad Strategy: The Difference and Why It Matters
When Kmart’s senior management first understood that Walmart was not simply a rural specialist but a competitor that had undermined their whole approach to business, they did not feel Darwin’s joy at discovery.