Playing the Strategy Game: Srategy is a Skill Not a Formula ; Make it One of Yours
Financial Times Prentice Hall, 2001 - Business & Economics - 221 pages
Today's intensely competitive business environment places extreme pressure on managers. Success comes to those who become skilled at effective strategic thinking and behavior.
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Business as a competitive game
Some fundamental beliefs about business success
Part Becomin a better strate ist
11 other sections not shown
ability able achieve action adapt added value agendas areas become beliefs beneﬁts Benihana business context business development process business game business idea business logic business managers business situations business strategies capabilities challenge cognitive style colleagues Compaq compete competitors complex corporate create creative customers differentiation difﬁcult dominant drive environment example experience faced ﬁnancial ﬁnd ﬁrm ﬁrst ﬁt ﬂexibility focus focused game plays goals growth gurus identify impact industry inﬂuence ingrained approaches innovation intuition investment involved issues leader learning McGahan mental models Michael Porter Nelson Hind Netscape Nokia notion operational opportunities organic food organization organizational culture outcomes paradox perspective players position power group proﬁtability proﬁts recognize reﬂect rely Richard Branson risk role sense share skills stakeholders strategic behavior strategic management strategic thinking strategist strategy game structure style success tacit knowledge tackling tion understanding vision