Source: Good Strategy Bad Strategy, 2011, p. 20
Context: Having conflicting goals, dedicating resources to unconnected targets, and accommodating incompatible interests are the luxuries of the rich and powerful, but they make for bad strategy. Despite this, most organizations will not create focused strategies. Instead, they will generate laundry lists of desirable outcomes and, at the same time, ignore the need for genuine competence in coordinating and focusing their resources. Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does.
Richard Rumelt: Doing
Richard Rumelt is American economist. Explore interesting quotes on doing.
He did not attack my argument. He didn’t agree with it, either. He just smiled and said, "I am going to wait for the next big thing."
Source: Good Strategy Bad Strategy, 2011, p. 14; Similar story in Rumelt (2007)
About strategy starts with identifying changes, and companies taking position (1)
"McKinsey Quarterly interview," 2007
About strategy starts with identifying changes, and companies taking position (2)
"McKinsey Quarterly interview," 2007
Source: Good Strategy Bad Strategy, 2011, p. 20