This book summarizes the mainstream ideas of business school professors over the past 100 years, and the practical consequences of companies that use these ideas for guidance. Can be a quick read on mainstream business school ideas.
There are a lot of charts in this book that are not working well on the Kindle and are also available on the KINDLEPC version.
Here is a excerpt from some of the most important points in the book:
1: If we want to summarize the business strategy history of the past few decades, we should say that "the 1960-1980 's is an overwhelming advantage for the orientation school, and the 80 's is the ability (organization, personnel, process, etc.) school to occupy the advantage". Look, it's so simple. #71
2: In the face of these 20,000 notes, Mayo and other people in the dilemma, but they quickly found a surprising result-the interview itself (unrelated to the conversation content) to increase productivity. #290
3: Drucker's "concept of the company" is full of accusations against GM's management, which has provoked resentment from the latter, and the book is treated as a banned form. But outside General Motors, the book has been used as a must-read for research on "decentralization" and as a textbook for Ford to get out of the crisis. #488
4: In 1977, Rumelt wrote an MBA handout with the conclusion that Honda should not go to the world by car, and 8 years later, in 1985, his wife's car was replaced by a Honda brand. This is because the quality of the Honda car is good, the size is right, the price is right. #1158
5: In 1984, Richard Pascale, a McKinsey company, Richard Pascal A study of Japanese companies, and after interviewing 6 managers at Honda, he came to an astonishing conclusion. Honda did not have a strategy to shape it at the time. Honda's "strategy" was created in countless failures. #1175
6: The most striking response to the orientation School of the Boston consulting firm, McKinsey, and Potter, is the Book of Excellence (In Search of Excellence), published in 1982. #1267
7: Thomas Davenport Thomas davenport,1954-, one of the advocates of the concept of reinvention, returned to rationality in his 1995-year thesis. "Reengineering has not been used as a fundamental reform, but rather as a tool for streamlining and narrowing (cutting employment) in the business. "67% of all completed re-projects are mediocre or have achieved only minimal results, which can be said to be unsuccessful." #1395
8: The ancestor of the innovation theory is Joseph Schumpeter. (Joseph schumpeter,1883-1950). He said in the theory of Economic Development (1912) that "the constant innovation of entrepreneurs is the driving force of economic change". #1452
9: As Schumpeter points out, "change of leader" is also evident in this age. The same is the electronics industry, the 1955 market share of the top three, no one entered the same year to open up the transistor market, and 10 years later, the transistor market participants have not been able to survive in the semiconductor market. #1472
10: At that time, Mintzberg had seen the conclusion that "good managers cannot be trained in classrooms" and then concluded that "good strategies cannot be made on the table" (Strategic process, 1987). Mintzberg also called for "strategies that cannot be modeled" and "should be combined according to circumstances". #1728
11: The survey results break the existing common sense. Entrepreneurs have clear strengths. Five basic discoveries (① contact ability; ② questioning ability; ③ observation ability; ④ network ability; ⑤ experimental ability) are excellent and devote more time than others. #2069
12: Love taunt Super Generalist Mintzberg once said: "All theories are wrong", but "managers must choose one". #2987
"The whole history of business strategy": The mainstream Business school theory hundred Years of melee history: the orientation School and the ability school hit, the innovation school prevailed. Five-Star recommendation