When Steve Jobs returned to Apple, he made a series of shrewd and necessary business choices to help the company regain its footing. Despite Apple's shrinking market share, Jobs' strategic decisions were instrumental in turning the company around. The specifics of these decisions are not detailed in the content provided.

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Good Strategy, Bad Strategy

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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When Steve Jobs first returned to Apple, he didn't do much that was remarkable. Given Apple's shrinking market share (about 4% of the PC market when he rejoined), he did what any right-thinking strategist would do, according to Rumelt: he made a series of shrewd, necessary business choices that made sense.

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A small business can use the key topics or framework covered in Good Strategy, Bad Strategy to grow by first identifying its strengths and weaknesses. This will help in formulating a strategy that leverages its strengths and addresses its weaknesses. The business should also clearly define its objectives and the actions required to achieve them. It should also be ready to adapt its strategy based on the changing market conditions. Lastly, the business should ensure that the strategy is implemented effectively across all levels of the organization.

Good Strategy, Bad Strategy presents several innovative ideas. One of the key insights is the importance of identifying and focusing on the critical issues in the situation, the pivotal points that can multiply the effectiveness of effort. Another surprising idea is that a good strategy does not just draw on existing strength; it creates strength through the coherence of its design. Most people think that strategy is about planning, but Rumelt argues that it's about crafting a unique position and making tough choices.

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