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Index
INTRODUCTION OVERWHELMING OBSTACLES PART I GOOD AND BAD STRATEGY
CHAPTER 1 GOOD STRATEGY IS UNEXPECTED How Steve Jobs saved Apple General Schwarzkopf’s strategy in Desert Storm CHAPTER 2 DISCOVERING POWER Discovering Wal-Mart’s secret CHAPTER 3 BAD STRATEGY How to recognize fluff Why not facing the problem creates bad 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 Diagnosing Starbucks, K–12 schools, the Soviet challenge, and IBM Guiding policies at Wells Fargo, IBM, and Stephanie’s market Incoherent action at Ford
PART II SOURCES OF POWER
CHAPTER 6 USING LEVERAGE Anticipation by Toyota and insurgents in Iraq 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 Phyllis Buwalda resolves the ambiguity about the surface of the moon A helicopter pilot explains hierarchies of skills CHAPTER 8 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 The trade-off between resources and tight configuration Design shows itself as order imposed on chaos—the example of Paccar’s heavy-truck business CHAPTER 10 FOCUS CHAPTER 11 GROWTH CHAPTER 12 USING ADVANTAGE What makes a business “interesting” Why you cannot get richer by simply owning a competitive advantage What bricklaying teaches us about deepening advantage Broadening the Disney brand Oil fields, isolating mechanisms, and being a moving target CHAPTER 13 USING DYNAMICS 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 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 Intel fails twice in 3-D graphics and SGI goes bankrupt
PART III THINKING LIKE A STRATEGIST
CHAPTER 16 THE SCIENCE OF STRATEGY Galileo heresy trial triggers the Enlightenment Hypotheses, anomalies, and Italian espresso bars Why Americans drank weak coffee CHAPTER 17 USING YOUR HEAD Frederick Taylor tells Andrew Carnegie to make a list TiVo and quick closure CHAPTER 18 KEEPING YOUR HEAD Global Crossing builds a transatlantic cable How the inside view and social herding blinded people to the coming financial storm NOTES ACKNOWLEDGMENTS INDEX
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