D.o.w.n.l.o.a.d 🤙 [Epub] The Crux: How Leaders Become Strategists

The Crux: How Leaders Become Strategists

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Review : A leading thinker and author's breakthrough theory for creating dynamic strategies that attack critical challenges and overcome obstacles to success.

Richard Rumelt's brilliant and pragmatic book radically changes the way leaders think about and do the most important part of their job: creating a strategy. All too often, leaders neither understand what strategy actually is nor how to create one, mistaking financial targets ("grow by 15 percent annually") and aspirational goals ("we will produce market-leading products") as strategy.
 
Leaders become strategists when they pinpoint the crux of the vital, basic, pivotal challenges they face - the problems that threaten future success and the dramatic opportunities for growth whose shape may be elusive and difficult to grasp - and then take powerful, coherent, decisive  action to make progress toward building a better future
 
Through vivid storytelling--ranging from how Elon Musk found the crux that propelled the success of Space X to how the American military came to grips with the weaknesses of its battle strategy--Rumelt reframes how we think about strategy..
 
Strategy is an ongoing journey, not a once-a-year exercise done and then forgotten. Leaders who are strategists have an ever-present alertness to rapidly evolving business, economic, and institutional challenges that threaten future success, fundamental values, even the existence of the organization. Finding the crux is the essential skill of the strategist, especially when challenging problems and opportunities defy easy solution and the forces at work are unclear. Read more

 

Review : There is a lot of chatter about strategy in the business magazines and by a whole range of speakers and consultants. The Crux is an exceptional book that stands apart from the crowd. It is both practical and intellectually challenging. Rumelt does not shy away from stating the truth: many so-called strategies are just lists of “priorities” and wished-for results or outcomes. True strategy, he argues, is a form of problem solving, one that tackles unusually difficult and hard-to-solve challenges. To deal with this complexity he insists that you work with challenges. Understand them, analyze them, sort them by importance and by how difficult they are to solve. Don’t try to deal with them all because the essence of strategy is focus. Find the crux challenge—the one that is most important and yet still solvable. Design a way to deal with it. Then, after progress has been made, do it all again. This is a hard teaching. To do strategy properly, Rumelt argues, you have to solve a difficult problem. Not everyone wants to hear this. But, if you want to actually have a strategy rather than ambitions, this is exactly what you will have to do. The Crux should be required reading for every senior manager and every military officer. The book is replete with stories and examples, each of which is well told and sticks in your mind. The chapter on growth is especially interesting as is the treatment of “Bright Shiny Distractions.”