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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
What's Wrong with Strategy?
內容大綱
Why is it that successful strategies are rarely developed as a result of formal planning processes? What is wrong with strategy or the way most companies go about developing it? Andrew Campbell and Marcus Alexander, seasoned practitioners of the art of strategy, who consult, teach and do research at the Ashridge Strategic Management Centre, offer a "common sense" piece on why the planning frameworks managers use so often yield disappointing results. Strategy, they explain, is not about plans but insights. Strategy development is the process of discovering and understanding insights and should not be confused with planning, which is about turning insights into action. The answer is not new planning processes, better designed plans, or more effort. The answer is for managers to understand two fundamentals--the benefit of having a well-articulated and stable purpose and the importance of discovering, understanding, documenting, and exploiting insights about how to create value.