I forgot to mention that the Bosnia and Herzegovina WhatsApp Number List is in English, unfortunately for those who would have preferred to read it in French. I hope that a work of this quality will be translated quickly. The book dates from February 2013. I don’t know how long it takes to translate a quality book (on Amazon there are 1,459 reviews – 88% of which have 5 or 4 stars) This article will largely take the plan of the work because this plan seems to me rather well seen. The interest of this work also comes from its very educational nature and the profusion of quite captivating examples. These examples are not always easy to understand despite a simplistic approach.

It is not that they are complex but they sometimes take the opposite view of common sense and therefore require a little questioning. Anyway, I’m just getting old and I’m looking for excuses. The other advantage of these examples is that they speak to all if not a large number of professionals, whether they are old schnocks like me, or much younger. In particular, there are quite a few examples that concern High Tech companies such as Apple, Cisco, Nvidia… For us, consultants in strategy and transformation in the digital age, these examples are very evocative in relation to our daily environment.

Introduction and presentation

Back on topic. The introduction to the book presents the central thesis, what the author calls the Kernel (the core) of all good strategy. The examples taken refer to outstanding examples of our history: From these examples and others the author explains that a “good strategy” has an essential logical structure “the kernel” and that this kernel always contains a diagnosis: which should make it possible to define, or rather discover, what is (what are) the challenge (s) for your company. The author draws vitriolic on the strategies which announce lists à la Prévert of ambitious objectives (or not). A good strategy requires focusing, making choices in the service of an objective that responds to a real problem with a strong stake.

Bosnia-and-Herzegovina-WhatsApp-Number-List

In the following chapter, the author will take the cartoonish counterexample of these lists of objectives by recounting one of his meetings with Steve Jobs in the summer of 1998 (the story of Apple’s recovery from its return to Apple in September 1997 will also be told in this chapter – we will come back to that). That day, Richard Rumelt asked Steve Jobs the following question: “Steve, this turnaround at Apple has been impressive (Editor’s note: Apple’s turnaround operated by Steve Jobs from September 1997). But everything we know about the PC business says that Apple cannot really push beyond a small niche position.

The characteristics of good and bad strategies

The network effects are just too strong to upset the Wintel standard. So what are you trying to do in the longer term? What is the strategy? ”. Steve Jobs did not embark on a hazy vision or a litany of goals for a bright future; he just smiled and replied “I am going to wait for the next big thing.” Considering the situation in Apple and the personal computer industry at the time, Steve Jobs’ response was perfectly appropriate and reasonable. The network effects are just too strong to upset the Wintel standard. So what are you trying to do in the longer term? What is the strategy? ”. Steve Jobs did not embark on a hazy vision or a litany

of goals for a bright future; he just smiled and replied “I am going to wait for the next big thing.” Considering the situation in Apple and the personal computer industry at the time, Steve Jobs’ response was perfectly appropriate and reasonable. The network effects are just too strong to upset the Wintel standard. So what are you trying to do in the longer term? What is the strategy? ”. Steve Jobs did not embark on a hazy vision or a litany of goals for a bright future; he just smiled and replied “I am going to wait for the next big thing.” Considering the situation in Apple and the personal computer industry at the time, Steve Jobs’ response was perfectly appropriate and reasonable.

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