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.

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

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

---

• • 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