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When Richard Rumelt's Good Strategy/Bad Strategy was published in 2011, it immediately struck a chord, calling out as bad strategy the mish-mash of pop culture, motivational slogans and business buzz speak so often and misleadingly masquerading as the real thing. Since then, his original and pragmatic ideas have won fans around the world and continue to help readers to recognise and avoid the elements of bad strategy and adopt good, action-oriented strategies that honestly acknowledge the challenges being faced and offer straightforward approaches to overcoming them. Strategy should not be equated with ambition, leadership, vision or planning; rather, it is coherent action backed by an argument. For Rumelt, the heart of good strategy is insight into the hidden power in any situation, and into an appropriate response - whether launching a new product, fighting a war or putting a man on the moon. Drawing on examples of the good and the bad from across all sectors and all ages, he shows how this insight can be cultivated with a wide variety of tools that lead to better thinking and better strategy, strategy that cuts through the hype and gets results.
Kazakhstan is rich in natural resources including coal, oil, natural gas and uranium and has significant renewable potential from wind, solar, hydro and biomass. In spite of this, the country is currently dependent upon fossil fuels with coal-fired plants accounting for 75% of total power generation leading to concerns over greenhouse gas emissions and impacts on human health and the environment. This book analyses the implications of the global shift to cleaner energy for a country whose economy has centred on hydrocarbon exports. The challenge is urgent for Kazakhstan, whose recent economic growth has driven increased demand for energy services, making the construction of additional generating capacity increasingly necessary for enabling sustained growth. In this context, renewable energy resources are becoming an increasingly attractive option to help bridge the demand-supply gap. Chapters written by experts in the field provide a comprehensive review of the current energy situation in Kazakhstan including fossil energy and renewable resources and analyses policy drivers for the energy sector. Emphasising that clean energy covers a variety of renewables, as well as cleaner use of hydrocarbons, this book argues that future technological change will affect the relative attractiveness of the various choices. Recognising technical, geographical and domestic and international political constraints on policymakers’ options, this book will be of interest to an interdisciplinary audience in the fields of resource management and clean energy, development economics and Central Asian Studies.
The strategy tools you need for your business to succeed! Let Key Strategy Tools be your guide to developing a winning strategy for your firm. Cherry-pick the most useful approaches for your business and create a robust strategy that withstands investor scrutiny and becomes your roadmap to success. Covering 88 tools and framed within an innovative strategy development process, the Strategy Pyramid, this user-friendly manual takes you through each step of the process. Whether analysing your market, building competitive advantage or addressing risk and opportunity, you’ll find the strategic thinking tools you need at every stage in your strategy development. Following in the footsteps of the hugely successful Key Management Models and Key Performance Indicators, this book delivers professional-level information in the practical and accessible framework synonymous with the Key series.
A wealth of practical advice to help writers enhance their career and engage with readers in the digital age.
This volume examines the history of developmental policy in Sub-Saharan Africa and considers how different policy options might generate sustained economic growth and reduce poverty. It documents and interprets policy lessons and considers how to translate them to particular country contexts.
Explains how today's workers are a company's greatest asset and should be treated as such and discusses the flaws in the trend that sent service, manufacturing and retail sector jobs overseas in an effort to stay competitive through reduced wages and benefits. 25,000 first printing.
Will Your Organization Still Be Here in Ten Years? It's a familiar story: A company rises to become an industry leader. Competitors try to emulate it. Analysts rave about it. The CEO's picture is splashed across magazine covers. Then the company stumbles, profits erode, and the stock plummets. How does this happen? Why do good companies so often go bad? More important, what can you do to prevent it from happening to your company? InRevival of the Fittest, Donald N. Sull takes a provocative look at corporate failure and proposes a practical new model for effecting change that can vastly increase your organization's lifespan. Ironically, argues Sull, leaders sow the seeds of failure during a company's most successful times, when they make a set of commitments-whether to a core strategy, a key customer, or an innovative manufacturing method-that constitute the company'ssuccess formula. Managers become so married to the formula that they can't divorce themselves from it when the competitive situation changes. They respond to the future by doing more of what worked in the past-a phenomenon Sull calls "active inertia." Based on extensive global research into successful and failed transformations across many industries,Revival of the Fittestintroduces a three-step model for makingtransformingcommitments-actions that prevent managers from reinforcing old behaviors in the face of change. Sull identifies five areas in which transforming commitments can be anchored-strategic frames, processes, relationships, resources, and values-and provides diagnostic tests, hands-on tools, and real company examples to show how managers can: Gauge their company's susceptibility to active inertia Determine which commitment is right for a specific situation Appoint the best person to lead the charge Ensure that the new commitment sticks Avoid common mistakes that can sabotage the transformation effort Weigh the personal risks associated with leading corporate change In an unpredictable marketplace, commitments can makeandbreak a company. But Sull shows that corporate demise is not inevitable. Through transforming commitments, revival of the fittestispossible-and managers can make the difference. Donald N. Sullis Assistant Professor of Business Administration in the Entrepreneurial Management area at Harvard Business School.

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