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The book "Good Strategy, Bad Strategy" by Richard Rumelt doesn't provide a specific step-by-step guide on how to do a good diagnosis. However, it emphasizes the importance of understanding the challenge at hand, identifying the critical issues, and focusing on strategic objectives. A good diagnosis in the context of business strategy involves a thorough analysis of the situation, understanding the competitive landscape, identifying the strengths and weaknesses of the organization, and recognizing the opportunities and threats in the environment. It's about getting a clear picture of what's going on and identifying the key factors that will influence the future of the business. Remember, a good diagnosis is the foundation of a good strategy.
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Even some of the world’s biggest organizations do strategy poorly, and incorrectly credit their success to personal decision-making skills. We read th...
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As computer technology progressed in the 20th century, the focus shifted from interconnected individual computer systems—that were made and maintained by companies like IBM and DEC who specialized in integrated systems—to a series of component parts driven by the microprocessor. Now each part was 'smarter', and didn't require expertise of holistic integration. The industry had shifted, and IBM had to readjust.
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