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- catalog abstract ""Drawing on his 20 years of pioneering research and work with some 400 top companies, Robert likewise challenges you to pursue exciting and profitable opportunities for your company, maximize your resources, and beat your competition. Learn to ask the strategic questions and develop a plan to move your organization forward. Make your competition irrelevant through strategic leveraging, i.e., applying your company's expertise or "driving force," across a multiplicity of customers, products, and systems. Prevent corporate stagnation through product innovation and market fragmentation. Avoid costly mistakes by studying the dos and don'ts of alliances and acquisitions and then follow the step-by-step guide to the strategic thinking process."--Jacket.".
- catalog alternative "Strategy pure & simple II".
- catalog alternative "Strategy pure and simple 2".
- catalog alternative "Strategy pure and simple two".
- catalog contributor b10644122.
- catalog contributor b10644123.
- catalog created "c1998.".
- catalog date "1998".
- catalog date "c1998.".
- catalog dateCopyrighted "c1998.".
- catalog description ""Drawing on his 20 years of pioneering research and work with some 400 top companies, Robert likewise challenges you to pursue exciting and profitable opportunities for your company, maximize your resources, and beat your competition. Learn to ask the strategic questions and develop a plan to move your organization forward. Make your competition irrelevant through strategic leveraging, i.e., applying your company's expertise or "driving force," across a multiplicity of customers, products, and systems. Prevent corporate stagnation through product innovation and market fragmentation. Avoid costly mistakes by studying the dos and don'ts of alliances and acquisitions and then follow the step-by-step guide to the strategic thinking process."--Jacket.".
- catalog description "A Winning Strategy Needs to Be Distinctive -- Examples of Companies That Have Changed the Rules -- The Moral of the Story -- Don Fites, Chief Executive Officer Caterpillar: Why the Cat Landed on Its Feet -- What is Strategic Thinking? -- The CEO's Vision: The Starting Point for Strategic Thinking -- Strategy versus Operations -- Kurt Wiedenhaupt, Chief Executive Officer American Precision Industries: Driving Growth by Thinking Strategically -- Obstacles to Strategic Thinking -- The Strategy Suffers from "Fuzzy Vision" -- Operational Thinking Dominates Management's Time -- Strategy Is Reactive, Not Proactive -- No Crisis ... No Strategy! -- Thinking Is Time-Related -- Planning Is Bottom-Up -- Thinking Is Quantitative, Not Qualitative -- Management Uses Rose-Colored Glasses -- Numbers Planning Discourages Risk Taking -- Reliance on Strategic Planning, Not Strategic Thinking -- The Process Itself Is an Obstacle -- Rafael Decaluwe, Chief Executive Officer N.V. Bekaert, S.A.: Rewiring a Global Strategy -- Crafting the Future Profile of the Organization -- The Strategic Heartbeat of the Business: The Driving Force -- The Concept of Driving Force and/or Strategic Drive -- The Strategic Heartbeat of the Enterprise Determines What Kind of Company You Become -- Strategic Questions -- Jim Glasser, Chief Executive Officer GATX: Trains, Planes, and Strategy -- Questions Often Asked about the Concept of Strategic Drive -- Seduced by Opportunities -- A Fundamental Concept of Business.".
- catalog description "Includes bibliographical references (p. 256-260) and index.".
- catalog extent "xv, 269 p. :".
- catalog identifier "0070531331 (alk. paper)".
- catalog issued "1998".
- catalog issued "c1998.".
- catalog language "eng".
- catalog publisher "New York : McGraw Hill,".
- catalog spatial "United States.".
- catalog subject "658.4/012 21".
- catalog subject "Competition.".
- catalog subject "HD30.28 .R634 1998".
- catalog subject "Strategic planning United States.".
- catalog subject "Success in business United States.".
- catalog tableOfContents "A Winning Strategy Needs to Be Distinctive -- Examples of Companies That Have Changed the Rules -- The Moral of the Story -- Don Fites, Chief Executive Officer Caterpillar: Why the Cat Landed on Its Feet -- What is Strategic Thinking? -- The CEO's Vision: The Starting Point for Strategic Thinking -- Strategy versus Operations -- Kurt Wiedenhaupt, Chief Executive Officer American Precision Industries: Driving Growth by Thinking Strategically -- Obstacles to Strategic Thinking -- The Strategy Suffers from "Fuzzy Vision" -- Operational Thinking Dominates Management's Time -- Strategy Is Reactive, Not Proactive -- No Crisis ... No Strategy! -- Thinking Is Time-Related -- Planning Is Bottom-Up -- Thinking Is Quantitative, Not Qualitative -- Management Uses Rose-Colored Glasses -- Numbers Planning Discourages Risk Taking -- Reliance on Strategic Planning, Not Strategic Thinking -- The Process Itself Is an Obstacle -- Rafael Decaluwe, Chief Executive Officer N.V. Bekaert, S.A.: Rewiring a Global Strategy -- Crafting the Future Profile of the Organization -- The Strategic Heartbeat of the Business: The Driving Force -- The Concept of Driving Force and/or Strategic Drive -- The Strategic Heartbeat of the Enterprise Determines What Kind of Company You Become -- Strategic Questions -- Jim Glasser, Chief Executive Officer GATX: Trains, Planes, and Strategy -- Questions Often Asked about the Concept of Strategic Drive -- Seduced by Opportunities -- A Fundamental Concept of Business.".
- catalog title "Strategy pure & simple II".
- catalog title "Strategy pure and simple 2".
- catalog title "Strategy pure and simple II : how winning companies dominate their competitors / Michel Robert.".
- catalog title "Strategy pure and simple two".
- catalog type "text".