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| Description | x, 310 p. : ill. ; 24 cm. |
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| Location/Call No. | Erie South Library HG3761 .C37 2008 Regular Loan |
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| Bibliography | Includes bibliographical references (p. [292]-301) and index. |
| Contents | Introduction : Can fatal strategic flaws only be recognized in hindsight? -- pt. 1. Failure patterns. -- Illusions of synergy : succumbing to the eighth deadly syn(ergy) -- Faulty financial engineering : taking a shortcut through the numbers -- Deflated rollups : buying a string of rock bands to form an orchestra -- Staying the (misguided) course : threat? what threat? -- Misjudged adjacencies : the grass isn’t always greener -- Fumbling technology : riding the wrong technology -- Consolidation blues : doubling down on a bad hand -- Coda -- pt. 2. Avoiding the same mistakes. -- Why bad strategies happen to good people : awareness in not enough -- Why bad strategies happen to good companies : awareness is still not enough -- The devil’s advocate : unleashing the power of conflict and deliberation -- The safety net : an independent devil’s advocate review -- Epilogue : Two revolutions. |
| Abstract | Analyzes the costly mistakes of companies throughout the past quarter century to counsel business professionals on what not to do, in a guide that profiles key strategy failures and challenges popular beliefs about leadership, luck, and effective execution. |
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| ISBN | 9781591842194 |
| 1591842190 | |
| System no. | 000138473 |
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| Holdings | All items |