Найти книгу: "Strategic Intent"

In this McKinsey Award-winning article, first published in May 1989, Gary Hamel and C.K. Prahalad explain that Western companies have wasted too much time and energy replicating the cost and quality advantages their global competitors already experience. Canon and other world-class competitors have taken a different approach to strategy: one of strategic intent. They begin with a goal that exceeds the company's present grasp and existing resources: «Beat Xerox»; «encircle Caterpillar.» Then they rally the organization to close the gap by setting challenges that focus employees' efforts in the near to medium term: «Build a personal copier to sell for $1,000»; «cut product development time by 75%.» Year after year, they emphasize competitive innovation—building a portfolio of competitive advantages; searching markets for «loose bricks» that rivals have left underdefended; changing the terms of competitive engagement to avoid playing by the leader's rules. The result is a global leadership position and an approach to competition that has reduced larger, stronger Western rivals to playing an endless game of catch-up.

Что означает быть успешным? На какие вопросы человек должен себе ответить для того чтобы стать успешным? Простым языком авторы книги помогают разобраться в том в чем люди годами не решаются даже начать разбираться.

Кто не хочет стать успешным и счастливым? Успех можно отнести к профессии, но и не только. А счастье, скорее, к личной сфере человека. Авторы книги рассуждают о том, как добиваться успеха и что это такое на самом деле.

How to compete in the right space for greater profitability and growth The Internet, mobile technology, the ubiquity of information and the availability of big data have dramatically increased the speed and impact of success and failure. Companies today know that they must be competitive, but precisely where, and more importantly how, to compete is not always easy to identify—until now. Compete Smarter, Not Harder explains how to prioritize market opportunities so that a company's strengths in one area can be leveraged across multiple markets. Using cutting-edge academic research and extensive industry practice, author William Putsis outlines the strategic decisions needed to determine which space provides the best margins, overall profitability, and growth potential. Details a step-by-step process for strategic prioritization, from strategic market selection to the tactics of execution, providing competitive advantage across markets Written by Doctor William Putsis, a professor of marketing, economics, and business strategy at the University of North Carolina at Chapel Hill, who has consulted and led executive development efforts with leading companies throughout the world Prioritize with conviction. Make absolutely sure that all of your hard work goes toward the right space.