Good Strategy/Bad Strategy: The difference and why it matters

Inhaltsverzeichnis des Buches

• INTRODUCTION OVERWHELMING OBSTACLES
• PART I GOOD AND BAD STRATEGY
• CHAPTER 1 GOOD STRATEGY IS UNEXPECTED
• How Steve Jobs saved Apple
• Business 101 is surprising
• General Schwarzkopf’s strategy in Desert Storm
• Why “Plan A” remains a surprise
• CHAPTER 2 DISCOVERING POWER
• David and Goliath is a basic strategy story
• Discovering Wal-Mart’s secret
• Marshall and Roche’s strategy for competing with the Soviet Union
• CHAPTER 3 BAD STRATEGY
• Is U.S. national security strategy just slogans?
• How to recognize fluff
• Why not facing the problem creates bad strategy
• Chad Logan’s 20/20 plan mistakes goals for strategy
• What’s wrong with a dog’s dinner of objectives?
• How blue-sky objectives miss the mark
• CHAPTER 4 WHY SO MUCH BAD STRATEGY?
• Strategy involves choice, and DEC’s managers can’t choose
• The path from charisma to transformational leadership to fill-in-the-blanks template-style strategy
• New Thought from Emerson to today and how it makes strategy seem superfluous
• CHAPTER 5 THE KERNEL OF GOOD STRATEGY
• The mixture of argument and action lying behind any good strategy
• Diagnosing Starbucks, K–12 schools, the Soviet challenge, and IBM
• Guiding policies at Wells Fargo, IBM, and Stephanie’s market
• The president of the European Business Group hesitates to act
• Incoherent action at Ford
• Centralization, decentralization, and Roosevelt’s strategy in WWII
• PART II SOURCES OF POWER
• CHAPTER 6 USING LEVERAGE
• Anticipation by Toyota and insurgents in Iraq
• How Pierre Wack anticipated the oil crisis and oil prices
• Pivot points at 7-Eleven and the Brandenburg Gate
• Harold Williams uses concentration to make the Getty a world presence in art
• CHAPTER 7 PROXIMATE OBJECTIVES
• Why Kennedy’s goal of landing on the moon was a proximate and strategic objective
• Phyllis Buwalda resolves the ambiguity about the surface of the moon
• A regional business school generates proximate objectives
• A helicopter pilot explains hierarchies of skills
• Why what is proximate for one organization is distant for another
• CHAPTER 8 CHAIN-LINK SYSTEMS
• Challenger’s O-ring and chain-link systems
• Stuck systems at GM and underdeveloped countries
• Marco Tinelli explains how to get a chain-link system unstuck
• IKEA shows how excellence is the flip side of being stuck
• CHAPTER 9 USING DESIGN
• Hannibal defeats the Roman army in 216 B.C. using anticipation and a coordinated design of action in time and space
• How a design-type strategy is like a BMW
• Designing the Voyager spacecraft at JPL
• The trade-off between resources and tight configuration
• How success leads to potent resources that, in turn, induce laxity and decline
• Design shows itself as order imposed on chaos—the example of Paccar’s heavy-truck business
• CHAPTER 10 FOCUS
• A class struggles to identify Crown Cork & Seal’s strategy
• Working back from policies to strategy
• The particular pattern of policy and segmentation called “focus”
• Why the strategy worked
• CHAPTER 11 GROWTH
• The all-out pursuit of size almost sinks Crown
• A noxious adviser at Telecom Italia
• Healthy growth
• CHAPTER 12 USING ADVANTAGE
• Advantage in Afghanistan and in business
• Stewart and Lynda Resnick’s serial entrepreneurship
• What makes a business “interesting”
• The puzzle of the silver machine
• Why you cannot get richer by simply owning a competitive advantage
• What bricklaying teaches us about deepening advantage
• Broadening the Disney brand
• The red tide of pomegranate juice
• Oil fields, isolating mechanisms, and being a moving target
• CHAPTER 13 USING DYNAMICS
• Capturing the high ground by riding a wave of change
• Jean-Bernard Lévy opens my eyes to tectonic shifts
• The microprocessor changes everything
• Why software is king and the rise of Cisco Systems
• How Cisco rode three interlinked waves of change
• Guideposts to strategy in transitions
• Attractor states and the future of the New York Times
• CHAPTER 14 INERTIA AND ENTROPY
• The smothering effect of obsolete routine at Continental Airlines
• Inertia at AT&T and the process of renewal
• Inertia by proxy at PSFS and the DSL business
• Applying hump charts to reveal entropy at Denton’s
• Entropy at GM
• CHAPTER 15 PUTTING IT TOGETHER
• Nvidia jumps from nowhere to dominance by riding a wave of change using a design-type strategy
• How a game called Quake derailed the expected march of 3-D graphics
• Nvidia’s first product fails, and it devises a new strategy
• How a faster release cycle made a difference
• Why a powerful buyer like Dell can sometimes be an advantage
• Intel fails twice in 3-D graphics and SGI goes bankrupt
• PART III THINKING LIKE A STRATEGIST
• CHAPTER 16 THE SCIENCE OF STRATEGY
• Hughes engineers start to guess at strategies
• Deduction is enough only if you already know everything worth knowing
• Galileo heresy trial triggers the Enlightenment
• Hypotheses, anomalies, and Italian espresso bars
• Why Americans drank weak coffee
• Howard Schultz as a scientist
• Learning and vertical integration
• CHAPTER 17 USING YOUR HEAD
• A baffling comment is resolved fifteen years later
• Frederick Taylor tells Andrew Carnegie to make a list
• Being “strategic” largely means being less myopic than your undeliberative self
• TiVo and quick closure
• Thinking about thinking
• Using mind tools: the kernel, problem-solution, create-destroy, and the panel of experts
• CHAPTER 18 KEEPING YOUR HEAD
• Can one be independent without being eccentric, doubting without being a curmudgeon?
• Global Crossing builds a transatlantic cable
• Build it for $1.5 and sell it for $8
• The worst industry structure imaginable
• Kurt Gödel and stock prices
• Why the 2008 financial crisis was almost certain to occur
• The parallels among 2008, the Johnstown Flood, the Hindenburg, the Hurricane Katrina aftermath, and the gulf oil spill
• How the inside view and social herding blinded people to the coming financial storm
• The common cause of the panics and depressions of 1819, 1837, 1873, 1893, and 2008