Strategic Thinking

This book addresses a fundamental question: Why is so much strategy ineffective, and what distinguishes good strategy from bad strategy? Rumelt argues that bad strategy is not the absence of strategy, but the presence of superficial substitutes for it—such as vague ambitions, buzzwords, growth targets, and overly complex frameworks that avoid hard choices. According to the

This article addresses a fundamental question: Why do some leaders consistently discover better strategies, even when facing similar information and constraints? The article claims that strategic success depends not only on choosing better actions, but on how leaders mentally frame the strategy problem in the first place. Managers’ mental representations determine which alternatives they see as

This article addresses a fundamental question: What makes a question strategic? The article claims that decisions become more strategic due to their interdependence with other decisions along three dimensions: interdependence across decisions occurring within the same time period, interdependence with decisions of other actors, and intertemporal interdependence of decisions. The article draws attention to the