Good Strategy vs Bad Strategy Flashcards

1
Q

What are the three elements of the kernel of a strategy?

A

Diagnosis, guiding policy, coherent action

The kernel serves as the foundation of effective strategy.

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2
Q

What is the role of diagnosis in a good strategy?

A

Clear-eyed assessment of the challenge at hand

It simplifies complex realities by identifying critical aspects.

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3
Q

What does a guiding policy outline in a strategy?

A

An overall approach to overcome obstacles

It provides a framework for addressing challenges.

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4
Q

What is meant by coherent action in a strategy?

A

Coordinated steps designed to support the guiding policy

It ensures that actions align with the overall strategy.

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5
Q

True or False: Effective strategies often gain advantage because rivals anticipate them.

A

False

The element of surprise comes from insightful diagnosis and creative problem-solving.

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6
Q

What are the hallmarks of bad strategy?

A
  • Fluff
  • Failure to face the challenge
  • Mistaking goals for strategy
  • Bad strategic objectives

These indicators reveal a lack of substance in strategy.

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7
Q

What is ‘fluff’ in the context of bad strategy?

A

Excessive use of buzzwords and jargon to hide lack of substance

It creates an illusion of strategic thinking.

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8
Q

What are proximate objectives in strategy?

A

Goals that are close enough at hand to be feasible

They provide clear direction and help coordinate problem-solving efforts.

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9
Q

What does strategic design involve?

A

Creating a cohesive configuration of resources and actions that yields advantage

It coordinates multiple elements to work together efficiently.

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10
Q

What is the significance of riding waves of change in strategy?

A

Capitalizing on broader trends and transitions in technology, markets, or regulations

It requires leaders to anticipate second-order effects.

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11
Q

What are inflection points in strategic planning?

A

Periods of significant industry change that can upset existing competitive positions

They enable the emergence of new strategies.

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12
Q

What is organizational inertia?

A

Resistance to change due to entrenched processes, cultural beliefs, or stakeholder resistance

It can impede strategic change.

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13
Q

What is entropy in organizations?

A

The tendency for order and focus to degrade over time without active maintenance

Leaders must work on reinforcing purpose and structure.

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14
Q

What is the importance of scientific thinking in strategy?

A

Developing and testing strategies like scientific hypotheses

It involves careful observation and the willingness to revise theories based on evidence.

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15
Q

True or False: Good strategists should ignore anomalies in outcomes.

A

False

Unexpected results often point to important strategic insights.

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16
Q

What techniques help strategists overcome cognitive limitations?

A
  • Making lists
  • Using mental models
  • Cultivating a panel of experts

These techniques help structure complex problems and counteract biases.

17
Q

What is the difference between inside view and outside view in strategy?

A

Inside view focuses on specific situations; outside view considers broader patterns and statistics

Balancing both is crucial for effective decision-making.

18
Q

What does Rumelt suggest for creating focus in strategy?

A
  • Identify pivotal objectives
  • Avoid spreading resources thin
  • Use proximate objectives

Concentrating on critical objectives can maximize impact.

19
Q

What are coherent actions in a strategy?

A

Actions that align with the guiding policy and build momentum

They foster accountability and progress in the organization.

20
Q

What is the Create-Destroy Method in strategic thinking?

A

Generating new alternatives while critically evaluating existing ones

It helps uncover better strategies.

21
Q

What is the significance of committing judgments to writing in strategy?

A

Enhances accountability and facilitates learning

It encourages reflection and improvement in strategic thinking.