About this source
A rigorous examination of what distinguishes good strategy from bad strategy, introducing the concept of the 'kernel' of strategy and exposing the widespread dysfunction that produces bad strategy in organizations, governments, and military affairs.
Frameworks extracted
11 totalINNongoing
Strategy as Hypothesis
Treat strategy as a testable hypothesis and its execution as an experiment
STRongoing
Using Advantage
Identify, deepen, broaden, and defend the asymmetries that give you an edge
MINDongoing
Create-Destroy Strategic Thinking
Generate better alternatives by rigorously attacking your own best ideas
STRmonths
Riding Waves of Change
Exploit industry transitions to seize new high ground before others adapt
STRongoing
Inertia and Entropy Diagnosis
Exploit rivals' inability to change; combat your own organizational decay
STRmonths
Using Design as Strategy
Engineer fit among parts to create a whole greater than the sum
STRmonths
Chain-Link Systems Analysis
Find the weakest link limiting performance and fix it first
STRweeks
Proximate Objectives
Set targets close enough at hand to be feasible and to coordinate action
STRmonths
Strategic Leverage
Focus force on pivotal points where small efforts produce outsized results
STRdays
The Four Hallmarks of Bad Strategy
Detect bad strategy by spotting fluff, missing challenges, goal-as-strategy, and bad objectives
STRweeks
The Kernel of Good Strategy
Every real strategy has three elements: diagnosis, guiding policy, action