Good Strategy Bad Strategy: The Difference and Why It Matters
Richard Rumelt
The author examines the concepts of good strategy (a succinct description of a situation or problem at hand, followed by directions for action in order to solve the problem or use the situation by using strengths, not exposing weaknesses and concentrating resources in order to successfully emerge at the other end), bad strategy (not "no strategy" or "strategy that does not work", but rather the general listing of desirable outcomes and objectives without focus, concentration or indication on how to achieve those or even analysis of the situation at hand, but padded with fluffy language and lofty "concepts"). The book provides an in-depth description of both concepts and a number of examples and case studies for both.
Award History
0 wins · 1 total
| Award | Year | Result | Category / Notes |
|---|---|---|---|
| FT Business Book of the YearMajor | 2011 | Shortlist | Secondary source |
Experimental book profileGenerated by GPT-5.4 nano · may contain inaccuracies
This is an unverified interpretation of the catalog description, offered as an opt-in discovery experiment—not as bibliographic fact.
01 Central figures
None extracted with sufficient confidence.
02 Central places
None extracted with sufficient confidence.
03 Suggested argument
Good strategy is defined as a focused diagnosis plus action directions that concentrate resources and build on strengths, whereas bad strategy is objective listing or fluffy concepts lacking analysis or how-to execution.
Model confidence 62%
04 Reading orientation
35 / 100 academicSerious trade
An estimate of intended readership and scholarly apparatus—not quality or importance.
Confidence percentages are the model's own estimates. Profile confidence: 72%.