Jérôme Barthélemy

Myths of Strategy

Dispel the Misconceptions and Deliver a Winning Strategy

• Gebundenes Buch

Produktbeschreibung

Challenge strategy-speak, banish management hyperbole and discard the worst myths and misconceptions in business today replacing them with tried-and-tested truths that will make your company more successful.

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Produktdetails

• Verlag: Kogan Page
• Seitenzahl: 288
• Erscheinungstermin: 25. Oktober 2022
• Englisch
• Abmessung: 203mm x 127mm x 24mm
• Gewicht: 413g
• ISBN-13: 9781398607842
• ISBN-10: 1398607843
• Artikelnr.: 63238422

Autorenporträt

Jérôme Barthélemy is Executive Vice-President, Dean for Post Experience Programs, Corporate Programs and Relations and Professor of strategy and management at ESSEC Business School, Paris, France. He has been a visiting professor and visiting research scholar at New York University (NYU), Stanford University and Cambridge University. His book, Unleash your company's competitive spirit, received France's best management book award in 2017. This prize was jointly awarded by the FNEGE (Fondation nationale pour l'enseignement de la gestion des entreprises) and the EFMD (European foundation for management development).

Inhaltsangabe

Chapter
00: Introduction; Chapter
01: You should look to the best for inspiration; Chapter
02: Strategy is very different from the sciences; Chapter
03: The most successful strategies are carefully planned; Chapter
04: Success is essentially about talent; Chapter
05: It is impossible to think strategically in an environment of volatility, uncertainty, complexity and ambiguity; Chapter
06: Direct aim is the best way to attain goals; Chapter
07: Firms achieve higher performance when they adopt a raison d'être; Chapter
08: Having a corporate social responsibility strategy is bad for performance; Chapter
09: The best strategy is to set up an attractive business and try to beat competitors; Chapter
10: In most firms, costs are too high; Chapter
11: In the digital era, having the best or cheapest product is enough for success; Chapter
12: A firm must address its weaknesses before it develops its strengths; Chapter
13: Business success depends primarily on a firm's capabilities; Chapter
14: The best business leaders are visionaries; Chapter
15: Businesses benefit from hiring stars; Chapter
16: Interviews are the best technique for selecting new employees; Chapter
17: A good strategy is enough for success; Chapter
18: It's easy to drop a strategy that has failed to deliver; Chapter
19: Boards of directors are willing to challenge bad strategy decisions; Chapter
20: Innovation requires state
of
the
art technologies; Chapter
21: To innovate, businesses need experts; Chapter
22: Always listen to customers; Chapter
23: Innovating means offering customers new products or services; Chapter
24: Businesses innovate more when they have more resources; Chapter
25: Business leaders have a long
term outlook; Chapter
26: It is impossible to reconcile the long term and the short term; Chapter
27: A firm that's improving is headed for success; Chapter
28: Change is always good for businesses; Chapter
29: The first thing to do in a recession is cut costs; Chapter
30: Process management improves performance; Chapter
31: Mergers and acquisitions create value for shareholders; Chapter
32: Outsourcing is good for firms; Chapter
33: Adopting management fads is pointless; Chapter
34: Financial analysts like firms that have an original strategy; Chapter
35: Consultants always help improve performance

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• • Chapter - 00: Introduction;
  • Chapter - 01: You should look to the best for inspiration;
  • Chapter - 02: Strategy is very different from the sciences;
  • Chapter - 03: The most successful strategies are carefully planned;
  • Chapter - 04: Success is essentially about talent;
  • Chapter - 05: It is impossible to think strategically in an environment of volatility, uncertainty, complexity and ambiguity;
  • Chapter - 06: Direct aim is the best way to attain goals;
  • Chapter - 07: Firms achieve higher performance when they adopt a raison d'être;
  • Chapter - 08: Having a corporate social responsibility strategy is bad for performance;
  • Chapter - 09: The best strategy is to set up an attractive business and try to beat competitors;
  • Chapter - 10: In most firms, costs are too high;
  • Chapter - 11: In the digital era, having the best or cheapest product is enough for success;
  • Chapter - 12: A firm must address its weaknesses before it develops its strengths;
  • Chapter - 13: Business success depends primarily on a firm's capabilities;
  • Chapter - 14: The best business leaders are visionaries;
  • Chapter - 15: Businesses benefit from hiring stars;
  • Chapter - 16: Interviews are the best technique for selecting new employees;
  • Chapter - 17: A good strategy is enough for success;
  • Chapter - 18: It's easy to drop a strategy that has failed to deliver;
  • Chapter - 19: Boards of directors are willing to challenge bad strategy decisions;
  • Chapter - 20: Innovation requires state-of-the-art technologies;
  • Chapter - 21: To innovate, businesses need experts;
  • Chapter - 22: Always listen to customers;
  • Chapter - 23: Innovating means offering customers new products or services;
  • Chapter - 24: Businesses innovate more when they have more resources;
  • Chapter - 25: Business leaders have a long-term outlook;
  • Chapter - 26: It is impossible to reconcile the long term and the short term;
  • Chapter - 27: A firm that's improving is headed for success;
  • Chapter - 28: Change is always good for businesses;
  • Chapter - 29: The first thing to do in a recession is cut costs;
  • Chapter - 30: Process management improves performance;
  • Chapter - 31: Mergers and acquisitions create value for shareholders;
  • Chapter - 32: Outsourcing is good for firms;
  • Chapter - 33: Adopting management fads is pointless;
  • Chapter - 34: Financial analysts like firms that have an original strategy;
  • Chapter - 35: Consultants always help improve performance

Rezensionen

"Myths of Strategy will surprise you. Backed by deep research and packed with rich nuggets of insight, this book serves up a potpourri of smart ideas. A clever, practical and fun read!" Kathleen Eisenhardt, Professor, Stanford University, co-author of Simple Rules