Richard Rumelt writes about strategy like how Stephen Ambrose
conveys American military history. He names the organisations
involved (though not shaming individuals). In a literary sense,
I thought he rips those organisations with poorly articulated
strategies a new proverbial hole behind. Enough real-world cases
to make his points extremely compelling (of good and bad
strategy): CISCO; Starbucks, Nvidia; IBM; Ford; TiVo. Not just
well-known names but also relatively unheard of individuals. P2.
That strategy is not to be equated with ambition, “vision”,
planning, or economic logic of competition. Sums up leadership’s
role in strategy formulation: P2 “a leader’s most important
responsibility is to identify the biggest challenges to forward
progress and devising a coherent approach to overcoming them”.
P4/5 a good strategy is more than just urging people forward
towards a goal or vision. It is about honestly acknowledge the
challenges/ problems, provides an approach to overcoming them.
Then coordinating efforts