New PDF release: Art of the Strategist, The: 10 Essential Principles for

By William A. Cohen Ph.D.

ISBN-10: 081440782X

ISBN-13: 9780814407820

"The artwork of the Strategist" indicates sincerely how greater procedure trumps different components in nearly each aggressive area. popular method specialist William A. Cohen, whose substantial event within the army, company, and educational sectors kinds the root for "The paintings of the Strategist", provides the undying classes of: dedication to ambitions; Seizing and retaining initiative; Economization and massing of assets; shock; The oblique strategy; Simplicity; a number of possible choices; defense; and Exploitation of good fortune.

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Extra resources for Art of the Strategist, The: 10 Essential Principles for Leading Your Company to Victory

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It proves that the leader isn’t going to quit. We Go All Out Only for Important Goals People don’t generally exert themselves very much for small, unimportant goals. We work hard, take great risks, and let nothing stop us only for big, important goals. That’s why leaders who try to play down the difficulty of a task or strategists who think too small make a big mistake. It is far better to be honest with yourself and others. Tell things exactly as they are, no matter how serious the situation is, or how much effort will be required.

IBM not only had the resources and marketing clout, but the undisputed, best research and development team around. There was also a home market for computers, but this was mostly for video games. Commodore, Radio Shack, and National Semiconductor all sold products priced from $500 to $1,000 through computer stores, electronic shops, and department stores. These were not, however, programmable personal computers. Jobs didn’t have money, didn’t have the technical know-how about computers, didn’t have the marketing background or experience, didn’t have a development team, didn’t have production facilities to build anything, and didn’t have distribution for anything he might build.

Once you are committed to a fully defined objective, be ready to adjust your strategy as necessary, but not your objective. ■ .......................... ’’ —  ‘‘Have you got a problem? ’’ —  I n 1977, a young night school student in San Francisco saw a full-page advertisement in a magazine for a solid-state chronograph watch for ninety dollars. The price caught his eye because Seiko had only introduced the chronograph watch the previous year, and it sold for almost $300.

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Art of the Strategist, The: 10 Essential Principles for Leading Your Company to Victory by William A. Cohen Ph.D.

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